Episode #1087: In this episode of the Arete Coach Podcast, Christopher Avery, PhD, CEO, Author, Mentor, Speaker, and Founder of The Responsibility Company, shares his journey from IT management consulting to executive coaching and responsibility mentoring. During the episode, we discuss the meaning of responsibility, the difference between being a responsible person and taking 100% responsibility, the Responsibility Process, and harmful states that can prevent individuals from being truly accountable. About Christopher Avery, PhD Christopher Avery, PhD is a CEO, Author, Mentor, Speaker, and Founder of The Responsibility Company. Christopher supports evolving leaders, coaches, and leadership teams who seek to be wiser faster, intend to lead themselves and others to results that matter, know there is more light available to them, and are open to the idea that their outer world changes when their inner world changes. Christopher has been innovating the front lines of leadership with the first how-to approach for understanding, taking, and teaching personal responsibility through what he calls The Responsibility Process. The Responsibility Process taps into 25 years of applied research to help show leaders how to access their innate leadership and then cascades that to their teams and company culture. Christopher defines himself as “a reformed management consultant” and has moved from helping leaders cope with their challenges to helping leaders apply their innate leadership ability to face and overcome any challenge. He has published two books, Teamwork is an Individual Skill and The Responsibility Process, and hosts Responsibility Mastery, a worldwide community of individuals mastering responsibility and producing results that matter. Christopher has earned his doctorate in organizational science and has been helping business leaders operate with freedom, power, and choice for over 30 years. Key highlights “Coping is overrated” Timestamp 17:14 Before starting his company, The Responsibility Company, Christopher Avery was a management consultant. Today, he identifies as a “reformed management consultant.” He explains that as he was “perfecting [his] presentation skills and workshop leadership skills while working” with Technology Futures, he found that his workshop feedback evaluations were indicating that his teaching weren’t going to extend to the everyday workplace. When faced with these evaluations, he shares that “it just struck [him one day” that he was “entertaining people at work… helping them cope with shitty lives at work.” From this point, it didn’t take long for Christopher to realize he wanted to “do more than that.” Today, Christopher believes that “coping is overrated” and instead seeks to “help people grow” which begins with “personal responsibility.” Mentoring vs. coaching Timestamp 23:18 When asked how he sees mentoring as different from coaching, Christopher explains that “mentoring is helping somebody think the way I think, and coaching has a whole lot of tools that can help people become better, but it doesn’t necessarily mean that the coach has the ability that they’re helping someone to grow or change.” Mentoring requires that the client pursue the skill set of the mentor. Coaching uses tools to help people build skill sets and goals regardless of a coach's own experience or field of expertise. To your own reality Timestamp 31:25 A powerful quote Christopher uses in his practice comes from Bill McCarley, the father of the Responsibility Process, “the mental state of responsibility is owning your ability and power to create, choose, and attract.” Christopher explains that this definition of responsibility points out “that we’re always creating, choosing, and attracting our reality. We’re just not always owning it.” He uses this quote and definition to remind others that “if we start owning the crap that we don’t like in our lives, that’s when we will start making changes.” Leadership: “the pursuit of something larger” Timestamp 42:22 When asked how he continues to grow and develop as a leader, Christopher shares that he sees leaders as “a byproduct of being in pursuit of something larger than myself”. Because of this, he acknowledges that he will “require assistance” and that he “must attract people” to his mission and cause. For Christopher, his larger purpose or practice of leadership is “forever and always trying to figure out how to get the understanding of responsibility to more people across the world faster.” Leading with heart Timestamp 44:37 A lesson in life that Christopher wishes he would have learned earlier on, is the importance of leading with the heart. He explains that previously he used his “brain to brute force” his “way through life and overpower” others. However, he has learned to “use much more” of his “heart to get things done.” Today, Christopher prefers leading with heart. Download the transcript Click here to listen to the podcast, or click below to view the podcast outline and transcript: Copyright © 2022 by Arete Coach LLC. All rights reserved.

Episode #1086: In this episode of the Arete Coach Podcast, Jim Alampi, an Executive Coach, award-winning Vistage speaker, Founder and Chairman of Execution Accelerator, and Founder and Owner of Alampi and Associates, LLC, shares his journey from the C-Suite to executive coaching, the inspiration for his two books Great to Excellent, It’s the Execution and Strategic Execution Accelerator, and his learnings as a coach, CEO, and speaker. During the conversation, we discuss the importance of finding talent, the benefits of being a giver, Jim’s insight from years of experience, and his powerful mission of “distilling complexity into simplicity.” About Jim Alampi Jim Alampi is an Executive Coach, award-winning Vistage speaker, Founder and Chairman of Execution Accelerator, and Founder and Owner of Alampi and Associates, LLC. Before investing his time in the executive coaching industry, Jim was the CEO of three public companies ranging from $325 million to $1.5 billion. Today, Jim works with CEOs, executives, and boards of directors, teaching them how to execute on their vision and achieve impactful results. Through his work, Jim has received TEC and Vistage Speaker of the Year awards in Canada and the United Kingdom. Jim focuses his expertise in strategic leadership, organizational development, and executive management. Most recently, he developed a proprietary process that maximizes business results, called the Strategic Execution Roadmap and the Strategic Execution Accelerator or SEA. With his vast experience, Jim has shared his knowledge through the release of two books: Great to Excellent, It’s the Execution and Strategic Execution Accelerator. Using his passion for helping leaders reach their goals, execute on their vision, and accomplish desirable results, Jim is a highly impactful speaker, coach, advisor, and writer. Key highlights Identifying talent Timestamp 04:41 When asked what he wishes he had learned through training or experience prior to his career as a CEO, Jim shares the importance of “recognizing talent.” Knowing how to (i) identify the A and B players within an organization, and (ii) how to be an A player are important sources of knowledge for CEOs and executive leaders. Severin shares insight from a young manager who focused solely on skills as opposed to both skills and culture. Here to win the war, not each battle Timestamp 10:04 Early in his career, a mentor of Jim’s gave him the following advice: “you're the smartest guy in the room and you could win any battle we get into or any argument, but we're in this to win the war, not each battle. So back off occasionally and don't prove that you are the smartest guy in the room." Jim has carried this insight throughout his career. He explains that this advice has made him more sensitive to others and reminds him of the importance of holding back when necessary. Severin agrees and explains that “one of the great signs of emotional intelligence is the self-regulation that can be shown when you may have the ability to either take the upper hand, but realize to play the larger game we all have to win.” “Distilling complexity into simplicity” Timestamp 11:34 Jim’s personal mantra is “distilling complexity into simplicity.” Jim has a passion for helping business leaders simplify and apply complex insights to their businesses. Embracing simplicity has helped Jim’s clients move from vision to execution. Jim also states, “vision without execution is hallucination” and that “execution trumps vision every day of the week. You gotta have both, but the more important of the two is being able to execute it.” Applying insights from SWOT analyses Timestamp 27:02 In their discussion, Jim shares that while many businesses do a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats), they don’t apply any of the insights gained from their analysis. In his coaching program, Jim advocates for asking questions about the application of the SWOT analysis such as “Which of our strengths are we gonna have to leverage? Which of our weaknesses do we have to fix? Which of the opportunities should we pursue and which of the threats do we need to guard against?” Having a “stop doing list” Timestamp 35:58 Early in his career, Jim shares that he “spread himself too thin.” Today he teaches his coaching clients “the stop doing methodology” and asks them “when was the last time you stopped doing something?” He explains that there has to be a “stop doing list” to avoid being spread too thin. He even did this as a business leader and released a “stop doing list” every 6 to 9 months. Severin in response shares insight from Peter Drucker who stated "we should have our priorities and our post-iorities" or those things that are on the back burner. Download the transcript Click here to listen to the podcast, or click below to view the podcast outline and transcript: Copyright © 2022 by Arete Coach LLC. All rights reserved.

Due to the potential for stagflation, inflation, and economic difficulties, businesses today are facing increased levels of layoffs. Below we examine how business leaders can lead their organizations through seasons of current and potential layoffs with strategy, feeling, and legality. Inflation and stagflation as potential indicators of layoffs As previously discussed on Episode #1083 of the Arete Coach Podcast, “Surviving Economic Tsunamis,” leading factors negatively affecting the global economy include the current rate of “inflation” and the risk of “stagflation.” These economic changes have influenced the spending habits of consumers, negatively impacting a variety of industries. According to Business Insider, “Layoffs are sweeping across American businesses in 2022” and seem to “stem from slower business growth, paired with rising labor costs” (Hartmans, 2022). Consider the following businesses and their response to reduced consumer spending and economic challenges: Tesla laid 229 people off. Elon Musk explains, “he had a ‘super bad feeling’ about the economy.” Coinbase (a “crypto exchange platform”) reduced staff by 18% “to ensure” they “stay healthy during this economic downturn.” Peloton let go of 2,800 employees, “including 20% of its corporate workforce,” due to an “ongoing downturn in the company’s business.” Netflix had its “second round of layoffs in 2022” in May, letting go of 150 employees due to “slowing revenue growth” A variety of real estate companies like Re/Max, JPMorgan’s “home-lending department,” and Wells Fargo’s “mortgage-related” divisions are conducting layoffs. A call to prepare As seen in the examples above, no business is immune to the potential need for layoffs. In an article published by the Society of Human Resource Management (SHRM), Phyllis Hartman SHRM-SCP and President of PGHR Consulting, is quoted as saying “organizations should always be prepared for layoffs” (Bergeron, 2022). When considering layoffs, leaders should think about the jobs they are saving, not the jobs being lost in a layoff. Sometimes trying to keep all people in the life boat causes it to sink. Today’s business leaders are wise to take heed to the changing economic tides and layoff indicators of other industries by planning how they will conduct layoffs if needed. In the words of Benjamin Franklin: “If you fail to plan, you plan to fail.” “If you fail to plan, you plan to fail.” - Benjamin Franklin Leading with strategy It is important to plan before there is a need for layoffs, consider employee performance, and examine the value of all positions. Consider the following when strategizing a layoff. Make your plan before it’s needed. Planning for a layoff when there is no need to act on it is beneficial for a variety of reasons. First, you avoid the potential of making poor decisions due to emotional strain. Joshua Margolis, a professor at Harvard Business School, stated that layoffs during the COVID-19 pandemic were “emotionally and cognitively overwhelming” (Knight, 2020). While this statement was made in 2020, it still rings true today as other COVID-19 variants and political challenges (such as the Ukraine Russia war) have added increased stress to employees and employers. Secondly, a planned layoff response can be acted on quickly when needed, reducing financial loss. Lastly, having an appropriate layoff strategy can avoid “bad layoffs” which produce “bad publicity.” SHRM recommends giving “ample time to properly prepare documents, system updates, payroll, and severance calculations” (Bergeron, 2022). Planning ahead can buy business leaders and their employees this valuable time. Consider employee performace. When creating your layoff strategy, SHRM advocates looking “first at underperforming employees.” According to Melanie French, Managing Principle at DLP Captial, “Every organization should be able to identify its bottom 10 percent of performers at any time… This is the best place to start when facing a declining economy and potential headcount reductions” (Bergeron, 2022). Examine the value of all positions. SHRM recommends asking the following questions about each position within an organization, including executive and leadership positions. By asking these questions about every position within an organization, business leaders can examine which areas of their organization would have the least negative impact on their organization upon removal. Asking these questions can also reveal areas of financial waste that can be saved. Does it make us money? Does it contribute to employee engagement? Does it help to define or drive customers to our business? (Bergeron, 2022) Create a post-layoff plan. After layoffs have been conducted, what will your business offer to employees who have been let go? Will managers and executives offer to give references for laid-off employees? What support will be offered to employees between their announcement of being laid off and their last day of work? For employees who remain employed, how will your business leaders address rumors and ease any potential fears within the workplace (Knight, 2020)? After economic hardship when hiring increases, will laid-off employees take precedence over outside job applicants? Asking these questions now can help business leaders lead with clarity of what the future at their company will look like for employees and executives alike. Leading with feeling Conducting layoffs can create feelings of anxiety, guilt, stress, and other negative emotions in business leaders. Layoffs can also have a variety of negative effects on employees who are laid off including financial instability, “anxiety,” “anger,” “sadness,” “fear,” “fatigue,” “headaches,” and even “sleep disturbance” (Stanford, n.d.). Knowing that these responses to being laid off are commonplace, it is important for business leaders to not only lead with clarity but also with feeling and humanness. In BusinesSolver’s “2022 State of Workplace Empathy Executive Summary,” they share that only 69% of employees believe their organization’s chief executive is “empathetic” and 77% of CEOs “worry that they will lose respect if they’re too empathetic” (BusinesSolver, 2022). However, the Harvard Business Review recommends conducting layoffs with “compassion” (Knight, 2020). They give the following recommendations for leaders facing layoffs: “Understand your limitations.” Are a majority of your employees remotely employed? If so, it can be difficult to get a private moment with them if they are working from home. If this is the case, it is important to indicate the importance of privacy when informing an employee about their loss of employment. Asking them “is there a time when I can get 15 minutes of your full attention?” can be beneficial. Set the tone. When conducting layoffs both in-person and virtually, it is important to treat employees with “dignity, fairness, and respect.” It is recommended that those conducting layoffs “engage” with their emotions in a “calm and low-key manner” without completely detaching from feelings. Use your emotions, but don’t let them overtake the conversation. Avoid self-focused phrases such as “this is really hard for me” and remain present and attentive to your employee and their needs. Clarity is key. “Be direct” but also “be human.” When sharing news of layoffs be “clear, concise, and unequivocal.” A straightforward and clear message may seem cold, but “it allows the other person to process what you’re saying.” When doing this, an explanation about economic conditions and gratitude for hard work can also be given. Clarity is also beneficial for those who are remaining employed amidst layoffs. Being clear about why layoffs are happening, the future of the organization, and combatting negative workplace rumors can offer employees a greater sense of clarity regarding their own future. Offer assistance, but don’t overpromise. Go back to your layoff strategy and reexamine what assistance you will be offering to employees who are laid off and those who are staying with the company. Harvard Business Review recommends remaining available to employees after breaking any news of layoffs because individuals “may need time to process the news and may have questions” later. However, don’t make promises you can’t keep. If you do not have a plan for rehiring laid-off employees don’t say “as things get clearer, and the economy improves, you’re on our list to come back.” Find a place to vent. “Find someone else you can talk to” about the struggles and stress of layoffs. However, “be selective and cautious about how much stress and emotion you show to your team”. The person you vent to might be a peer, mentor, colleague, therapist, coach, or family member. But find what works best for you and is healthy for your relationships both inside and outside the workplace. Focus on your wellbeing. Due to the stress and emotional weight of layoffs, it is important to take a moment to focus on your own wellbeing. Exercise, a healthy diet, hobbies, time away from work, self-care, family time, and other things are great ways to keep yourself physically and mentally healthy during stressful times (Knight, 2020). Leading with legality At Arete Coach, we do not offer legal advice and encourage all readers to consult their legal professionals with the following information. When leading a business, it is important to remain aware of the legal guidelines surrounding layoffs. Consider the following insights when consulting with your legal counsel. The WARN Act. The WARN Act stands for the “Worker Adjustment and Retraining Notification Act”. This federal act requires “most employers with 100 or more employees to provide notification 60 calendar days in advance of plant closings and mass layoffs.” According to the U.S. Department of Labor, this generally does not include “counting those who have worked less than six months in the last 12 months and those who work an average of less than 20 hours a week.” They also state that “employees entitled to notice under WARN include managers and supervisors, as well as hourly and salaried workers. WARN requires that notice also be given to employees' representatives, the local chief elected official, and the state dislocated worker unit.” The WARN Act and COVID-19. While the Department of Labor states that “WARN makes certain exceptions to the requirements when layoffs occur due to unforeseeable business circumstances, faltering companies, and natural disasters,” SHRM warns that, “on June 15th, a federal appellate court ruled that the COVID-19 pandemic is not a natural disaster that would relieve employers of their duty to give adequate warning before mass layoffs” (Shepherd, 2022). The WARN Act, State Law, and Remote Work. According to the U.S. Department of Labor, “some states also have their own plant closure laws.” Because of this, they recommend that employers considering layoffs contact the State Dislocated Worker Unit for “more information on notice requirements in their state.” The differences between state legislation can be concerning for employers with a remote workforce located in a variety of different areas. However, SHRM states that “The U.S. Department of Labor's guidance states that such workers should be counted as part of the worksite from which their work is” (Shepherd, 2022). Therefore if an employee works for an organization in New York, but resides in Tennessee, employers should treat them as though they are New York residents. Again, we do not offer legal advice. Instead, we indicate leading concerns for readers to discuss with their legal counsel. The main takeaway Due to the rising potential of stagflation, inflation, and the changing economy, businesses are increasingly turning to layoffs. Today’s business leaders should take note of these layoffs and create a strategy for potential layoffs, should they become necessary. When thinking of a layoff, leaders should think about the jobs they are saving, not the jobs being lost as sometimes keeping all people in the life boat causes it to sink. When leading an organization through a season of layoffs or potential layoffs, skillful leaders have a strategy, lead with feelings (but are not ruled by feelings), and are knowledgeable about the legal considerations surrounding the subject. References Bergeron, P. (2022, June 7). With Unstable Economy, Hiring Freezes and Layoffs Could Be Looming. SHRM. https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/with-unstable-economy-hiring-freezes-and-layoffs-could-be-looming.aspx. BusinesSolver. (2022). 2022 State of Workplace Empathy Executive Summary. https://resources.businessolver.com/2022_empathy_executive_summary?utm_medium=email&utm_source=hs_email. Hartmans, A. (2022, July 26). A wave of layoffs is sweeping the US. Here are firms that have announced cuts so far, from Shopify to Tesla. Business Insider. https://www.businessinsider.com/layoffs-sweeping-the-us-these-are-the-companies-making-cuts-2022-5?international=true&r=US&IR=T#tesla-229-employees-1. Knight, R. (2020, July 4). How to Manage Coronavirus Layoffs with Compassion. Harvard Business Review. https://hbr.org/2020/04/how-to-manage-coronavirus-layoffs-with-compassion. Shepherd, L. (2022, July 22). Pandemic Makes Application of WARN Act More Complex. SHRM. https://www.shrm.org/resourcesandtools/legal-and-compliance/employment-law/pages/warn-act-compliance.aspx#:%7E:text=Employers%20must%20comply%20with%20federal,are%20making%20compliance%20more%20difficult. Stanford. (n.d.). Coping with the Emotional Impact of a Layoff. Faculty Staff Help Center. https://helpcenter.stanford.edu/resources/work-related-resources/coping-emotional-impact-layoff#:%7E:text=Feeling%20anxious%20and%20depressed%2C%20having,and%2For%20mental%20health%20professional. U.S. Department of Labor. (n.d.). Plant Closings and Layoffs | U.S. Department of Labor. https://www.dol.gov/general/topic/termination/plantclosings#:%7E:text=Worker%20Adjustment%20and%20Retraining%20Notification%20Act%20(WARN)%20(29%20USC,plant%20closings%20and%20mass%20layoffs. Copyright © 2022 by Arete Coach LLC. All rights reserved.

Episode #1085: In this episode of the Arete Coach Podcast, gain a new perspective on ‘choosing your cloud’ with guest Klyn Elsbury, a Motivational Keynote Speaker, Best-Selling Author, Executive Coach, and Sales Team Coach. During the conversation, we discuss Klyn's early years as a promising award-winning professional recruiter who then received the life-changing diagnosis of cystic fibrosis. Although Klyn has spent 70+ extended stays in the hospital, she has not let a dark cloud get in the way of her zest for life and love for learning about physical science, neuroscience, and ‘sales team management and motivation.' This episode and its powerful content proves that when life gives you lemons, you can make lemonade. About Klyn Elsbury Klyn Elsbury is a Motivational Keynote Speaker, Best-Selling Author, Executive Coach, and Sales Team Coach. She is also the Founder of MK Foundation, a consultancy dedicated to empowering teams to overcome adversity, respond to change, and maximize performance, all while discovering their own unique sense of purpose and greatness. Klyn has published two bestselling books titled I Am: The Untold Story of Success and Unstuck Yourself. Using a blend of Klyn’s experience with cystic fibrosis and neuroscience research, she helps motivate others by increasing their mindfulness, happiness, and resilience—and improve their workplace recruitment, sales, staffing, and wellness efforts. Through her coaching, workshops, and keynotes on mindful leadership, improving focus, increasing creativity, and re-engaging teams, Klyn helps her clients achieve their full potential. She has given keynotes and workshops for Entrepreneurs' Organization and Vistage. Her work has appeared in over 150 publications, including a primetime debut on the NBC Nightly News with Lester Holt. Along with her coaching, speaking, and writing, Klyn also serves on the board of directors for the Cystic Fibrosis Lifestyle Foundation. With her powerful story and insight, Klyn’s journey battling cystic fibrosis paired with her use of neuroscience to help others succeed has made her a high-impact difference-maker in the lives of many. Key highlights Choosing coaching as a way to help others Timestamp 02:00 When asked how Klyn’s feet led her to a “life passion of coaching,” Klyn makes a wise statement: “I think sometimes we are working so hard at what we think our vision is and what we think our dreams are that we forget to realize what we’re already building naturally. I didn’t ever set out to be a coach.” However, Klyn shared that people would ask her “do you do coaching?” frequently, so through a great “moment of insight” she decided to say yes to coaching. She started coaching to “help others” and now it is “one of the passions that” she loves to help others through. The fight of a Lifetime Learner Timestamp 11:06 After being diagnosed with cystic fibrosis, Klyn never stopped learning. When asked, “what did you learn about yourself, or what have you learned about yourself that said ‘This may be my diagnosis, but I can’t let this define me’?” Klyn shares a story of when she experienced a potentially lethal case of “antibiotic resistance.” After asking an online cystic fibrosis support group what they do with their time, being 6 months to approximately a year in the hospital, Klyn was jarred into action when being recommended to play video games. She explains that this statement “was such a trigger and a panic because I did not watch my mom work third shift to visit me in the hospital to grow up and play video games… Just because I was born with a disease didn’t mean that was what I had to settle for.” In response to this experience, she launched herself into learning as much as she could. She “enrolled in every single sales seminar, recruiting seminar, and mindset development course” that she could find. She did this in hopes that one day she could “pull it all together and get [herself] out.” These learnings and trainings helped her start her business and share her insight with other people today. Rebuilding and continuing to grow Timestamp 20:18 To hone her craft and become the best public speaker, Klyn keeps a list of things she can do better after every speaking event. She shares that she will “destroy” her own content so she can “constantly” rebuild her speaking to be even better. For Klyn, feedback is a gift, even if “it doesn’t always feel like that.” She is always looking to better her speaking via her own review and feedback from others. The bird and the branch Timestamp 25:31 One of the personal mantras that guides Klyn’s life is “a bird sitting on a branch is never afraid of the branch breaking, for its trust is not on the branch but in her own wings.” She shares that “the power of vision” is so important to her and that if you take away “the power of a man’s vision, you take away essentially his reason for living.” Motivating and defeating contentment Timestamp 33:03 When asked “have you ever been able to get a salesperson to make more than they wanna make?” Klyn shares several insights. She states that she tends to “attract those people who wanna know what is that potential and how close can they get to it.” She explains that if a client is content with their sales and has no desire to grow, she won’t often coach them. For those wanting to grow, she seeks to understand the reasoning behind their desired income asking, “what is the dream?” She will ask what their “ideal day is” and encourage them to aim higher because “many times they’re aiming so low because they’ve forgotten what their own potential is, or how to leverage it, or what that next step up on the ladder is.” By asking these questions, Klyn helps her clients motivate themselves further than they dreamed before and defeat contentment. What brings you joy and what frustrates you Timestamp 39:16 Klyn shares that for her, “the meaning of life is to give life meaning” and that can be done in two ways: “you ask yourself what brings you joy and what’s frustrating you” Klyn explains that “you’ll find that one of the two of those answers gives you that internal…click.” She shares that what frustrates her the most is “people who have potential and they waste it or people who… are content with making whatever they make and have no ambition outside of it…” She uses this frustration as a motivating force in her speaking, coaching, consulting, and writing to help people “experience all the richness of life.” Picking your cloud Timestamp 44:34 A life lesson that Klyn values is “the concept of picking your cloud.” She explains that humans have 30,000 to 50,000 thoughts per day, but they don’t realize their “thoughts are passing like clouds in the sky.” Because of this, they will allow negative thoughts to stay in their mind longer, essentially picking the wrong clouds to frame their perspective with. Klyn explains that people can “find another cloud” and pick a more positive cloud or thought to better their health, relationships, well-being, and career. Download the transcript Click here to listen to the podcast, or click below to view the podcast outline and transcript: Copyright © 2022 by Arete Coach LLC. All rights reserved.

Episode #1084: In this episode of the Arete Coach Podcast, glean insight from Sami Bugay, MCC, an award-winning Master Certified Coach (MCC), Certified Ontological Coach, Leadership Coach, Team Coach, Best-Selling Author of Better Leaders, Better Teams, CEO/Owner of KA Consultancy, Founder of The Integral Institute, and Former President of the ICF Turkey Chapter. During the conversation, we explore Sami’s background in IT and physics, the implications for ethical AI, making hard decisions as an executive, and a coach’s greatest challenge: taming your own monsters. About Sami Bugay Sami Bugay is an award-winning high-impact Master Certified Coach (MCC), Certified Ontological Coach, Leadership Coach, Team Coach, Best-Selling Author of Better Leaders, Better Teams, CEO/Owner of KA Consultancy, Founder of The Integral Institute, and Former President of the ICF Turkey Chapter. Sami has been coaching since 2004 and has 20 years of managerial and business experience. In 2012, Sami earned his MCC from the International Coaching Federation. That same year, he also became a Newfield Certified Coach. In addition, Sami is a Certified Ontological Coach through the NCC. In 2016, he served as President of the ICF Turkey chapter and did so until 2018. From 2014 to January 2022, Sami was a faculty member of the School of Life, a program that offers emotional skills training. Today, Sami is the CEO and owner of KA Consulting, where he coaches leaders and business executives. He is also the founder of Integral Institute, which is an extension of the AQAL model by Ken Wilbur. Sami specializes in leadership development, leadership and team coaching, coaching training, facilitation, and business and management consulting. In 2021, Sami published his book, Better Leaders Better Teams, giving readers a ready-to-use combination of grounded theory and experiential practices to build fully functional teams. Through his work, Sami was awarded the ICF Local Spirit Global Presence Award in 2008, and the Lifetime Achievement Award and Outstanding OSD Graduate Award from the Gestalt Center of Organization and Systems Development in 2021. Key highlights Moving from corporate leadership and managing layoffs to executive coaching Timestamp 02:53 Prior to executive coaching, Sami was the Chief Operating Officer of an eCommerce company in Turkey. While in this position, he lead his team through a merger of two companies which required that he layoff 110 employees. He shares that this deeply troubled him and that he “had to build a team from survivors, the soldiers in the dust.” During this time, he was provided an opportunity to receive executive coaching. From his experience with this executive coach, Sami was shown “the way, the path, leading out of tools.” He explains that “we are all human beings and we have shortcomings,” but a coach can fulfill the need for a “different perspective, an aide, a support” or “a help.” After being coached and experiencing the benefits of coaching, Sami decided to switch his “professional career to coaching and support the people around” him. Soon he started coaching those in the corporate area such as “leaders, managers” and “teams.” Holistic and ontological coaching Timestamp 15:42 One of Sami’s specialties is ontological coaching. He explains that “integral and holistic” approaches are the “essential perspectives” that he brings to his coaching. When coaching, Sami looks at the whole human being and its three domains: the body, the discourse, and the emotions. When incorporating ontology into his coaching, Sami considers the “personal history” of his client. This helps him view his client from a “holistic perspective.” Life celebrates action Timestamp 24:48 When asked what personal mantras or rules guide his life, Sami shares a mantra: “life celebrates action.” He explains its importance by stating that “awareness doesn’t help you if you are not taking any action… You need to transform your awareness into your actions, that’s the only way that you can make a difference in your life and also in others.” The value of baby steps Timestamp 40:10 Sami shares that early in his career he was too “focused on getting results” and that he would “push” his clients to “leave their comfort zone with big steps.” Eventually one of his clients said, “Sami, having to take big steps, keeps me away from taking any action.” This led him to acknowledge the value of taking baby steps. Today, he believes that “taking a baby step is better than not taking any action.” Managing your monsters Timestamp 49:06 When asked what advice he has for aspiring coaches, Sami shares a powerful question: “Are you ready to see your dark side?” He explains that if an aspiring coach is not, they should “find something else because you will meet with your monsters in this journey and if you haven’t already, you are not traveling.” He shares that doing so has helped him manage his “own emotions, own prejudices, own beliefs from the client’s world” so that he can best coach his clients. Download the transcript Click here to listen to the podcast, or click below to view the podcast outline and transcript: Copyright © 2022 by Arete Coach LLC. All rights reserved.

Episode #1083: In this episode of the Arete Coach Podcast, explore a world in commotion with Severin Sorensen, an Executive Coach and Host of the Arete Coach Podcast. During the episode, we dive into economic preparations by leading economists, CEOs, and the work of surviving and thriving in turbulent times by Sequoia Capital and Bain & Company. Many have described this period in time as pre-hurricane, but what if it were an economic tsunami? How would one prepare? Continue reading (or click here to listen) to learn about the leadership and cultural themes needed now. The podcast is helpful for business owners, CEOs, key executives, executive coaches, and executive peer groups. About Severin Sorensen Severin Sorensen is a serial entrepreneur and lifetime learner with a passionate curiosity for people and businesses. Severin is the CEO of ePraxis LLC, a premier level retained search firm that provides executive headhunting, talent selection, and executive coaching. In addition to finding top talent, Severin has provided over 7,500+ hours of paid executive coaching to entrepreneurs, CEOs, Presidents, and C-level executives. Severin is an ICF ACSTH Certified Executive Coach, Certified Organizational Development Coach, Certified Life Coach, and Certified Positive Intelligence® Coach. Severin is the founder/producer of a new podcast, Arete Coach, that explores the art and science of executive coaching with some of the industry's best coaches. From 2010-2018 Severin was also a Vistage Chair where he coached three CEO and key executive groups. In 2011, Severin received the "Rookie of the Year Chair Award" from Vistage. Since 2013, Severin has added international speaking for Vistage, CEO conferences, executive peer groups, and corporations on the topic of identifying and hiring difference-making top talent. After graduate school, Severin moved to Washington, DC, where he worked on security-related economic and public policy issues that included a brief stint in The White House, as a Special Assistant to the President, for George H. Bush (POTUS 41). In 1994, Severin founded Sparta Consulting Corp., and Sparta provided world-class physical security and safety related management consulting services for public and private sector entities. From 1994-2002, Severin managed HUD's Crime Prevention Through Environmental Design technical assistance and training program. In 2005, Severin sold Sparta to Westec Interactive (Digital Witness), which was subsequently acquired by Interface Security. Severin, a native Californian, grew up in Salt Lake City, UT and graduated with honors from the University of Utah with Economics and Political Science degrees. He completed graduate studies in economics at King's College, Cambridge University (England), where he earned a M.Phil. degree in Economics. Severin has a great love and appreciation for sports, and while overseas, Severin rowed for the King's College Boat Club, and played basketball for the Cambridge University Basketball Team (1986-87). Key highlights Reviewing recession probability Timestamp 00:34 In an article titled “Recession Probability,” published June 28th in the New York Times, various economists gauged their perception of recession risk. The results show that businesses estimate that the likelihood of a recession ranges from 15% to over 50%. Severin explains that some of these higher estimates are likely from businesses and industries that are “more exposed” to events that are negatively affected by the global economy. He also adds that the increasing risk of “widening war, uncontrolled inflation, and destabilization of nation states” themes need to be examined when predicting recessions. Insights from economic experts Timestamp 06:39 After outlining the metaphor of an economic tsunami, Severin gives insight from a variety of economic experts. First, he reviews insight from Kristalina Georgieva, the IMF (International Monetary Fund) Managing Director. In Kristalina’s message on April 14th, 2022, she shares her belief that because of the forecast of the Ukraine Russia war, there will be “downgrades for 143 economies this year, accounting for 86% of the global GDP.” Next, Severin reviews insight from Mohamed El-Erain. Mohamed points to the “volatility of the market” and the seeming lack of a “credible fed policy anchor.” Third, Jamie Dimon of JP Morgan Chase, has the belief that a “hurricane is right out there down the road coming our way.” He sites oil prices, war, and inflation as key indicators. 10 factors most affecting the global economy Timestamp 18:59 Severin shares 10 factors that he believes are “impacting the global economy in a largely adverse way.” Inflation is “high in nearly all economies” and bringing it back down will likely “dislocate fortunes and create some additional havoc for individuals. The Ukraine Russia war and other political regime disruptions. There is an “energy conundrum with oil, gas, renewable sourcing.” Global economic growth is slowing and there is a risk for “stagflation.” Domestic labor challenges, including labor shortages and wage inflation. Supply chain challenges, disruptions in supply and corporate risk mitigation, and de-globalization. The rapid acceleration of technology, modernity, and AI. COVID-19’s continued variants. The cryptocurrency bubble. A “highly volatile economy where one could make a bull case and a bear case.” Insight from Sequoia Capital Timestamp 31:04 Severin shares insight from Sequoia Capital’s “Adapting to Endure” presentation. This article was previously reviewed in-depth by the Arete Coach in an insight article titled “Adapting to Endure: An Arete Coach Review of Sequoia Capital’s May 2022 Presentation.” According to Sequoia, the current economy marks a “crucible moment” for businesses worldwide. They discuss how “capital was free, now it’s expensive,” the impact of COVID-19 mandates, federal mandates seeking to control inflation, and how the creation of “liquidity… manifested itself in bottlenecks and distortions throughout the real economy.” They also point out that the “5-year forward inflation expectations are currently at the highest level they’ve seen in decades.” Sequoia makes several suggestions for business leaders facing potential economic troubles such as prioritizing workforces, prioritizing the controllable, managing the non-controllable, safeguarding capital, innovating, reducing costs, and informing team members and employees of changes. Furthermore, they also point out that “growth at all costs is no longer being rewarded” and instead “durable growth” in the “medium to long-term range” is more valuable. Adaptability, speed, and choices Timestamp 39:12 Based on Sequoia’s findings, it’s recommended that business leaders invest in their “adaptability, speed, and choices.” Businesses that adapt to the turbulent economy are more likely to thrive during these changing and challenging seasons. Furthermore, business leaders need to move quickly. “According to Sequoia, companies who move the quickest, have the most runway and are most likely to avoid the death spiral.” However, it is important to note that for both adaptability and speed to be effective, business leaders must be able to make good decisions “during times of high stress.” This can be aided by “prior planning and contemplation.” Severin shares his own experience from a previous business. He shares that “I made a mistake then. And the mistake I had continued to race forward as though my past was my future.” Instead of waiting to take action when economic tides are changing, Severin states that “we should take the slowness that occurs as a signal that something is off, that there is a shift, and we should prepare and hunker down for a difficult wave or two or three or more that could be coming our way.” Preparing your mind, your team, and your company Timestamp 45:34 To best prepare for the economic challenges ahead, Sequoia recommends that business leaders should prepare their minds, their teams, and their companies. In order to prepare their mind, business leaders must confront their reality, face their fears to prevent negative spinning, have courage, and view the potential crisis as an opportunity. To prepare their team, business leaders should start with their “why,” reaffirm mission values, showcase their leadership, align their teams, and ask for their commitment. To prepare their company, business leaders should have a “cash and a cash flow report” and understand their “financial degrees of freedom.” Business leaders can also prepare by simplifying their business in ways that save money. Severin shares a past experience where he simplified his business, ultimately increasing their purchasing power and savings, and reducing their inventories. Other ways that business leaders can prepare their companies include: reducing subscriptions, trimming budgets, reducing headcounts, reducing operating expenses, creating savings for difficulties ahead, and raising debt “if that’s your only lifeline to survive.” Lessons in leadership Timestamp 50:50 Sequoia outlines several “lessons in leadership that can be looked at from time’s past.” Severin shares Sequoia’s 4 ideologies: “Change is inevitable, growth is optional.” - John Maxwell “Wishful thinking is a waste of time. Don’t sit around talking about the good old days with the hope they’ll return.” Instead, “business leaders must face reality and make strategic decisions.” “Managing change is everyone’s job." “If the world outside your company is changing faster than the world inside your company, the end is near.” For leadership principles, Sequoia Capital has the 4 C’s of Communication which are: communication with conviction, confidence, and calmness. Severin shares that Sequoia also recommends that business leaders should “be authentic and human and have a balance of optimism and realism.” To lead more effectively, Sequoia advocates for “simplicity over complexity, speed, focusing on talent, seeking alignment, and tightening up value propositions, or solving real problems.” Words From Warren Buffett Timestamp 58:51 In closing, Severin shares insight from Warren Buffett. Key takeaways from Buffett’s insights include the importance of taking action during market crashes, seeing “widespread fear” as a friend, viewing “personal fear” as an enemy, the consistent value of skills, and the importance of having “cash on hand” in preparation for the difficulties that may lie ahead. Copyright © 2022 by Arete Coach LLC. All rights reserved.

As inflation increases and consumer purchasing power decreases, business leaders are encouraged to reexamine their business plans to address reduced spending. “Inflation is as violent as a mugger, as frightening as an armed robber, and as deadly as a hit man.” - Ronald Reagan Inflation 101 Inflation has continued to persist, placing continued pressure on families, businesses, and customers. This has led to a decrease in consumer sentiment and spending. “The CPI measures inflation as experienced by consumers in their day-to-day living expenses” (Bureau of Labor Statistics, 2022a). In July 2022, CPI (Consumer Price Index) decreased slightly from 9.1% to 8.5% (US Fred). Though, inflation is still elevated from June 2022 wherein the CPI experienced the largest increase in a 12-month period in 40 years (Bureau of Labor Statistics, 2022b). With a majority of income going to gas, food, and housing, households are preparing to cut back on extra or unnecessary expenses such as dining out (53%), monthly subscriptions (35%), brand name products (32%), and vacations (40%) (Richardson, 2022). Business activity has slowed in the United States, Europe, Japan, and China. Pointing to this sharp decline are inflation-induced higher prices that weaken consumer demand. Additionally, the war in Ukraine has challenged traditional supply chains. Rising interest rates to tamp down on inflation, plus higher prices and supply chain shortages, point to lower global GDP activity. (Mohamed A. El-Erian) “To improve is to change; to be perfect is to change often.” - Winston Churchill How leaders are responding Leading businesses are reevaluating their marketing and services to account for decreased consumer spending. Private Equity investors in technology fields are advising funded companies that they must ‘adapt to endure’ and safeguard their cash, as it may be a while before credit is cheap again (Sequoia Capital, May 2022). Large companies like Best Buy, Ford Motor, HBO Max, Peloton, Shopify, Re/Max, Walmart, and Wayfair have announced layoffs in recent weeks. “PWC reported in a new survey that 50% percent of businesses are considering layoffs” (CNBC, August 2022). High technology firms are also trimming staff and budgets more deeply and delaying spending as it becomes increasingly difficult to continue operations with declining revenues (Crunchbase, August 2022; see also Layoffs.fyi). Takeaway strategy: if you seek talent, capture the best talent from companies that are downsizing and understand your financial metrics (like revenue-per-employee ratio) vs your industry to avoid over staffing. At this time, it’s about survival of the quickest, scaling simplicity, doubling down on great talent, retaining your best people, adjusting your financial outlooks, tightening up your value proposition, and getting profitable now. The Society for Resource Management (SHRM) suggests five options for reducing operating expenses without going to full layoffs: furloughs, job sharing, pay cuts, reduction in job benefits, contract labor (SHRM). After losing “nearly 1 million subscribers… for the first time in nearly a decade,” Netflix plans to offer customers a cheaper, ad-supported subscription and plans to “crackdown” on password-sharing (Krouse, 2022). Takeaway strategy: Find a way to make your product cheaper while still making profit, and double down on areas of the business where money is lost—for example, in Netflix’s case, password sharing. 800 Degrees Pizza has partnered with an automated pizza-making service called Piestro. This service increases profit margins by 33% by reducing labor, real estate, and food cost expenses (Piestro, 2022). Takeaway strategy: reduce production and labor costs with automation to increase profit margin. Major retailers like Walmart, Target, and Gap have reduced prices on non-essential items they have gained an overstock of. Walmart CEO Doug McMillon is quoted as saying, “if we think about the most value-conscious customer group, we’re watching that group” (Sirtori-Cortina and Smith, 2022). Takeaway strategy: reduce product prices to increase sales. A survey from PwC indicates that 50% of business leaders are expecting to conduct layoffs or reduce “their overall headcount.” In 2022 alone, 73,215 employees have been laid off according to www.layoffs.fyi, a public layoff tracker. Takeaway strategy: reduce unnecessary or unsustainable headcounts when necessary for financial health. From CNBC, Google’s CEO Sundar Pichai created a new effort for employees to increase their efficiency called the “Simplicity Sprint” stating that “Google’s productivity as a company isn’t where it needs to be” (Elias, 2022). They plan on using this initiative to “crowdsource ideas for quicker product development” Takeaway strategy: increase efficiency to address labor shortages, increase innovation, and increase profitability. 38% of business leaders cite finding the “right talent,” as opposed to any talent, as a business “risk” second only to cyber security. According to PwC, “After a frenzy of hiring and a tight labor market over the past few years, executives see the distinction between having people and having people with the right skills” (Pwc, 2022). Takeaway strategy: reevaluate hiring practices. Are you hiring anybody and everybody? Or, those with the right skills necessary for your business to thrive? As seen in all the examples above, businesses are learning to be agile and adjust to the changes in inflation, labor shortages, consumer spending, and other economic challenges. Review key strategies that make businesses agile in our insights article, The Key to Thriving in Turbulent Times: Finding Your Pivot Points. Takeaway strategy: Businesses that embrace agility and respond to economic challenges by changing the necessary areas in their organization thrive in times of uncertainty. Questions to consider How can you make your products or services more affordable to customers with reduced purchasing power? Where in your business can you reduce costs? Labor? Supplies? Real Estate? Are there areas in your business that are currently wasting money? How can this be minimized? How has inflation affected your customer base? How can you account for these effects? How can you simplify your business to increase efficiency? How can you reevaluate your hiring practices? Are you hiring the right people? How agile is your business? How quickly can you respond to changes in the economy? Closing statement With decreased purchasing power, customers are reducing their spending in a variety of areas. Businesses that are aware of this can find ways to make their product or service more accessible to financially strained households. They can also find areas within their own businesses to reduce costs and increase efficiency, ultimately increasing profit margins, and making up for reduced consumer spending. Businesses made up of the right talent and that are able to quickly respond to economic changes, can better withstand the effects of inflation. “Your most unhappy customers are your greatest source of learning.” - Bill Gates Want to learn more about beating inflation? Check out Episode 1052 of the Arete Coach Podcast, “Navigating Inflation” for more insights and strategies. And if you think your industry is facing a financial storm, check out Episode 1083, “Surviving Economic Tsunamis.” References Bureau of Labor Statistics (a) . (2022, March 23). Consumer Price Index Frequently Asked Questions : U.S. Bureau of Labor Statistics. The United States Bureau of Labor Statistics. https://www.bls.gov/cpi/questions-and-answers.htm. Bureau of Labor Statistics (b), U.S. Department of Labor, The Economics Daily, Consumer prices up 9.1 percent over the year ended June 2022, largest increase in 40 years at https://www.bls.gov/opub/ted/2022/consumer-prices-up-9-1-percent-over-the-year-ended-june-2022-largest-increase-in-40-years.htm (visited July 21, 2022). Elias, J. (2022, August 1). Google CEO tells employees productivity and focus must improve, launches “Simplicity Sprint” to gather employee feedback on efficiency. CNBC. https://www.cnbc.com/2022/07/31/google-ceo-to-employees-productivity-and-focus-must-improve.html. Lacurci, G. (2022, August 23). 50% of employers expect job cuts, survey finds. Here’s how to prepare for a potential layoff. CNBC. https://www.cnbc.com/2022/08/22/50percent-of-employers-expect-layoffs-a-survey-found-heres-how-to-prepare.html. Layoffs.fyi. (n.d.). Layoffs.fyi - Tech Layoff Tracker and Startup Layoff Lists. https://layoffs.fyi/ Piestro. (2022). Piestro | The Future of Artisanal Pizza. https://www.piestro.com/. PricewaterhouseCoopers. (2022). PwC Pulse Survey: Managing business risks. PwC. https://www.pwc.com/us/en/library/pulse-survey/managing-business-risks.html. Richardson, B. (2022, April 5). CNBC|Momentive Poll: Financial Literacy 2022. Momentive. https://www.momentive.ai/en/blog/cnbc-financial-literacy-2022/. Sirtori-Cortina, D., & Smith, A. N. (2022, June 15). Inflation-Battered Americans Get Chance to Go Bargain Hunting. Bloomberg. https://www.bloomberg.com/news/articles/2022-06-15/walmart-target-major-retailers-plan-bid-discounts-and-sales-as-inflation-soars. Sorensen, S. (2022, June 2). The Key to Thriving in Turbulent Times: Finding Your Pivot Points. Arete Coach. https://www.aretecoach.io/post/the-key-to-thriving-in-turbulent-times-finding-your-pivot-points. Copyright © 2022 by Arete Coach LLC. All rights reserved.

Episode #1082: In this episode of the Arete Coach Podcast, David Mead, an Executive Coach, Speaker, and Co-Author of Find Your Why—a book he wrote with Simon Sinek, discusses his work helping companies overcome “cultural dissonance,” how business leaders can create workplaces that withstand the Great Resignation, and what makes a “sticky boss.” Join us for great insight on David’s journey with Simon Sinek and their book Find Your Why, and gain insight on how to create workplace cultures that help employees thrive. About David Mead David Mead is an Executive Coach and the Co-Author of Find Your Why: A Practical Guide for Discovering Purpose for You and Your Team which he wrote with Simon Sinek. As Director of Communications and Product Development of Simon Sinek, Inc., David has played a role in helping Simon Sinek put his ideas into a tangible form that people could use such as the creation of the online “WHY Discovery Course.” He was later promoted to an Igniter where he spent time speaking, facilitating workshops, and co-hosting the Start With Why Podcast. Since 2019, David Mead has continued to invest in his passion for helping others through his role as a speaker, consultant, and author. David has worked with over 250 organizations including Capital One, Verizon, Marriott, and Deloitte—helping business leaders challenge their assumptions, consider alternative perspectives, and make simple changes that develop environments where people feel valued and valuable. Key highlights Overcoming “cultural dissonance” Timestamp 02:29 In David’s business today, he helps businesses overcome “culture dissonance” which he defines as “when the culture a company talks about is not the culture people actually experience.” He explains that where companies have cultural dissonance, the trust between employees and employers “suffers” and that “it instills fear.” Because of this, David helps business leaders identify ways they are sabotaging their culture-goals and helps them find practical solutions for their challenges. David then helps them “apply” their found solutions “to the real-time challenges that” they are facing. He explains that in his process, he “can help” organizations “fine-tune their practices, their policies, their procedures, how they show up, how they run meetings, how they handle mistakes” and help them “incorporate trust and human connection” within their culture. The Great Resignation and engagement Timestamp 23:36 When discussing the Great Resignation, David shares that “many companies are doing things to keep their people like flexible work hours, upward mobility, upskilling” and so on. While these work “in the short term” it is more important for companies to focus on “who” they are being. Asking questions like “How do we show up? How do we make them feel? Do they feel like they belong? Do they feel like they can ask for help, or admit a mistake, or ask a question without getting ridiculed” can be incredibly beneficial for business leaders to ask amidst the Great Resignation. David states, “give them the perks and benefits and all that stuff, but you can’t do that instead of providing an environment where they feel like we genuinely care about them, do both.” Who do you follow? Timestamp 30:43 When asked what questions David has to help companies get to the “root of” their “purpose and passion,” David shares that he will ask “who would they willingly choose to follow?” After asking business leaders who they would follow, he asks them to write their traits down, what they do, and what makes them want to follow them. Then, David will ask “who’s the worst leader you’ve ever had?” In asking these questions, he found that the worst leaders had none of the characteristics of the best leaders. After leading clients through this process of identifying what makes a great leader through their own examples, he will encourage them to reflect on how they can “work on” themselves and “be conscious” of what makes a great leader so they can “show up the same way and have that same impact on other people.” Being a “sticky boss” Timestamp 32:41 David shares that his best boss was a “sticky boss,” meaning that people wanted to follow him to new job opportunities. He shares how this boss made him feel and what he did to be a “sticky boss.” David shared that this boss made him feel like he “genuinely… belonged” and that he “instilled the sense of pride in a healthy way.” Severin shares that in his executive recruiting, he will ask business leaders “has anyone ever moved for you?” and that the best leaders have had employees that are willing to move to continue working for him. What not to do when creating culture Timestamp 46:47 David shares a common mistake business leaders make when establishing company cultures that they make it too formal. He states that “you don’t have to have a culture initiative. You don’t have to have a kickoff meeting. You don’t have to have all these formalized things that become so bureaucratic and so convoluted that you end up doing nothing with them.” He shares that while you can have these meetings, it is vital to “back up those formalized things with a genuine desire to become better.” “The much taller hobbit” Timestamp 49:35 When asked what the title of a book about his life story would be, David states that his book would be titled “The Much Taller Hobbit.” He explains that when he thinks of where he “was mentally and emotionally at the beginning” of his career, compared to where he is now after being “thrown out of the Shire” and starting his own business. He states that he has “been able to meet and associate with people, the elves and the dwarves, that [he] never would’ve otherwise met.” David describes his career journey as an “incredible journey that has not been a vacation, but it’s gotten [him] out of that stable comfort zone where [he] wouldn’t have really learned or grown at all.” Download the transcript Click here to listen to the podcast, or click below to view the podcast outline and transcript: Copyright © 2022 by Arete Coach LLC. All rights reserved.

Many inspirational stories have been told through the use of film and video. Through these stories, we can learn lessons of leadership that are applicable to executive coaching. Inspired by Paul Martin’s editorial on the podcast Saskatchewan Matters, here are a few valuable lessons that can be learned from popular films. Jerry Maguire: Coaching those who want to be coached Jerry Maguire, a successful sports agent faces a moral dilemma and is ultimately fired from his agency. As a result, Jerry decides to become an independent sports agent. However, from his previous agency, only one of his athletes stayed with him, Rod Tidwell. A key moment from this film is when Jerry, after being frustrated with Rod’s pride and ego, tells Rod, “Help me help you!” Jerry needs Rod’s effort and cooperation in order to help him succeed. In the same way, executive coaches can only help those who are dedicated to learning, changing, and growing. If an individual refuses to learn and discuss their challenges, executive coaching is of no benefit to them regardless of the skill of the executive coach. Before learning and growth can take place, the helper, or executive coach, must be accepted by the one who needs help (IMDB, n.d.). Shrek: Avoiding assumptions As Donkey and Shrek start their conquest to save a princess, Donkey makes broad assumptions about Shrek’s abilities based on his own understanding of Ogres. Shrek rejects these assumptions and states that “Ogres are like onions… onions have layers, Ogres have layers!” Shrek’s point brings forth an interesting idea for leaders and executive coaches alike: what if your assumptions are wrong? What if there is something more behind an individual's actions or behavior? Great leaders listen to their teams and search for understanding when challenges and failures arise. For example, a team member’s reduced productivity might be explained by a challenge in their personal life or health. A skillful leader would acknowledge the potential layers of this scenario and ask questions that would uncover the root cause. This scene also points to unconscious bias and the dangers of misunderstanding those around you because of it. So next time you find yourself facing a decision or making an assumption, ask yourself: have you considered the layers that might lie behind it? Lord of the Rings: Making decisions in the face of challenge In Lord of the Rings, there is a scene in which Frodo Baggins says, “I wish the ring had never come to me. I wish none of this had happened…” and Gandalf responds, “So do all who live to see such times… All you have to decide is what to do with the time that is given to you.” This scene in the Lord of the Rings reminds viewers that although we do not wish for hardships, we cannot avoid them and that we must make decisions in the face of such challenges. In seasons of economic downturn, business leaders, executives, and the majority of society can feel disheartened and upset with their circumstances. In such cases, executive coaches are given the opportunity to encourage, ask questions, and support their clients’ decision-making process. They bring clarity to those they coach and encourage them to move forward towards their goals with intentional thought, discussion, and reflection. For those in leadership positions, Gandalf’s statement rings true as a reminder to never be stagnant, even in seasons of difficulty. Always stay green, growing, and adapting to the environment around you and your team. The lack of decision and leadership is a decision to be stagnant. Or in the words of Roman philosopher, Marcus Tullius Cicero, “More is lost by indecision than wrong decision. Indecision is the thief of opportunity. It will steal you blind.” Harry Potter: Using words to encourage Dumbledore’s quote in Harry Potter, “Words are, in my not-so-humble opinion, our most inexhaustible source of magic. Capable of both inflicting injury, and remedying it” is both straightforward and powerful. For executive coaches, it reinforces the importance of being careful about the words used, questions asked, and the occasional guidance that is given. Are your words encouraging? Do you encourage your clients with truth by using facts or industry insights? For leaders, it serves as a reminder of how the words we use affect team members. Consider this insight from a 2020 classroom research study… This study supports the idea that verbal praise from teachers can positively influence the amount of on-task behavior of students (Caldarella et al., 2020). Imagine if this was applied to the workplace? Do your words encourage growth, learning, and excellence? Hacksaw Ridge: Staying true to your “why” Hacksaw Ridge covers the story of WWII American Army Medic, Desmond T. Doss, who refused to kill others, saved 75 men during the Battle of Okinawa, and was the first man in American history to receive the Medal of Honor without firing a shot (Kelly, 2021 & IMDB, n.d.). Throughout Desmond’s life, he showed empathy and compassion for others. During his time in the army, he refused to pick up a gun because of his religious beliefs. Instead, he focused on saving the lives of those around him. There are many lessons that can be learned from Desmond’s courageous leadership and sacrifice for others. In the film Hacksaw Ridge, Desmond states “I don’t know how I’m going to live with myself if I don’t stay true to what I believe.” This is a powerful statement that reminds us of the importance of having our “why” our cause and reason for doing what we do. In this film, Captain Jack Glover tells Desmond “Most of these men don’t believe the same way you do, but they believe so much in how much you believe.” Sometimes executives and business leaders do not believe in themselves or their own abilities. This can also happen to team members or employees. This quote from Captain Glover about Desmond’s commitment to his purpose reminds both leaders and executive coaches of the importance of building trust, believing in others’ expertise, and encouraging others to do their best. The Pursuit of Happyness: Being resilient The Pursuit of Happyness is the story of a struggling salesman, Chris Gardner, who faced financial difficulties and homelessness while caring for his son. He acquires a stockbroker internship position at Dean Witter and is seen carrying a suitcase to work due to his homelessness. He is one of the 20 applicants fighting for 1 available position. Through his struggles, he displays a great amount of determination and is given the job at Dean Witter. With this new job, he is able to create a better life for himself and his son. Chris’ determination and resiliency are a great example to executive coaches and leaders alike. Both can use this example when coaching and leading others towards success. They can also use it as their own source of inspiration. The road to certification for executive coaches can be long and require extensive time commitments. Having resilience like Chris Gardner can help aspiring executive coaches and those wishing to gain more certifications. Leaders can display resiliency like Chris Gardner in the face of economic hardship. An article from the International Institute for Management Development explains that “resilience is a crucial characteristic of high-performing leaders” (Kohlrieser, Orlick, & Perrinjaquet, n.d.). Both executive coaches and leaders can learn from the resiliency of Chris Gardner and the benefits of being resilient in hard times (IMDB, n.d.). Apollo 13: Being curious Apollo 13 is the story of NASA’s space mission, Apollo 13. During this mission, teams both on the space shuttle and on the ground must tackle challenges due to faulty oxygen systems. A famous line from this film is “failure is not an option.” As the ground control center works to find a solution for the reduced oxygen levels, Gene Kranz, the Flight Director, encourages his team to find a solution in any way possible. He tells them “failure is not an option” and pushes them to find a solution that will save the lives of his crew (Martin & Gold, 2021). Leaders and executive coaches can learn from Gene’s leadership and determination toward goal achievement. While failure is a valuable teacher, it is important for individuals to work hard to avoid failure while they can (IMDB, n.d.). Gene also tells his team “Let’s work the problem people, let’s not make things worse by guessing.” This is an important lesson for executive coaches and leaders. According to the ICF core competencies, a component of the “coaching mindset is curiosity.” By remaining curious and asking questions, executive coaches can further “work the problem” with their clients and avoid “guessing” (ICF, n.d.). For leaders, this serves as an encouragement to make decisions with the use of hard data and insights, not by guessing. The Black Panther: Sharing knowledge & always improving The Black Panther is a Marvel superhero who leads the fictional African country of Wakanda. In leading his country and facing a variety of challenges, T’Challa, The Black Panther, has several key moments of leadership. At one point he says, “In times of crisis, the wise build bridges while the foolish build barriers.” Executive coaches who lead peer executive groups help business leaders build bridges of knowledge and insight within peer groups. Instead of harboring and hoarding knowledge and experience, executive coaches encourage others to share and gain more knowledge from others. Shuri, a fellow leader of Wakanda, also provides valuable leadership insight. Shuri tells T’Challa, “How many times do I have to teach you: just because something works doesn't mean it can't be improved." As executive coaches, we must always be aware of new insight and knowledge to improve our coaching practice. As leaders, we must always be aware of new methods of leadership and the changing needs of our teams (Roach et al., 2021). We Were Soldiers: Sacrificing for others In the film, We Were Soldier, Lieutenant Colonel Hal Moore is a great example of leadership. He was dedicated to training his troops and being the last man off the battlefield during the Vietnam War. Before heading to battle he shares an encouraging and powerful message to his troops: “Look around you, in the 7th Cavalry, we got a Captain from the Ukraine, another from Puerto Rico, we got Japanese, Chinese, Blacks, Hispanics, Cherokee Indian, Jews and Gentiles, all American. Now here in the States, some men in this unit may experience discrimination because of race or creed, but for you and me now, all that is gone. We're moving into the valley of the shadow of death, where you will watch the back of the man next to you, as he will watch yours, and you won't care what color he is or by what name he calls God. Let us understand the situation we're goin' into battle against a tough and determined enemy. I can't promise you that I will bring you all home alive, but this I swear: When we go into battle, I will be the first one to set foot on the field, and I will be the last to step off. And I will leave no one behind. Dead, or alive, we all come home together. So help me God.” - Lieutenant Colonel Hal Moore At the end of the movie, we see that Moore remained on the battlefield and was the last of his troops to leave. Moore’s leadership is a great example of the self-sacrifice and determination of a leader (Martin & Gold, 2021). References https://www.imdb.com/title/tt0116695/plotsummary. https://www.tandfonline.com/doi/abs/10.1080/01443410.2020.1711872?journalCode=cedp20. https://www.magicalquote.com/moviequotes/most-of-these-men-dont-believe-the-same-way-you-do/. https://www.imdb.com/title/tt2119532/. https://allthatsinteresting.com/desmond-doss#:~:text=Though%20he%20refused%20to%20fire,during%20the%20Battle%20of%20Okinawa. https://www.imd.org/research-knowledge/articles/resilient-leadership-navigating-the-pressures-of-modern-working-life/. https://www.imdb.com/title/tt0454921/plotsummary. https://www.imdb.com/title/tt0112384/plotsummaryhttps://www.imdb.com/title/tt0112384/plotsummary. https://coachingfederation.org/core-competencies. https://www.britannica.com/topic/Black-Panther-comic-book-character. https://www.imdb.com/title/tt0050212/plotsummary?ref_=tt_stry_pl. https://www.imdb.com/title/tt0277434/plotsummary. https://mynewsroom.ca/inspired-by-movies-leadership-lessons-from-hollywood-episode-6/. Copyright © 2022 by Arete Coach LLC. All rights reserved.

Episode #1081: In this episode of the Arete Coach Podcast, Katie O’Malley, an Executive Coach, Leadership and Development Expert, Board-Certified Coach, Senior Associate Director of Leadership Development at the University of Chicago Booth School of Business, and President of (en)Courage Coaching and Consulting, discusses what it means to have courage, how to build a courageous culture, the difference between coaching and counseling, and Katie’s work with Lead(HER)ship, a women’s development program. About Katie O’Malley Katie O’Malley is an Executive Coach, Leadership and Development Expert, Board-Certified Coach, and Senior Associate Director of Leadership Development at the University of Chicago Booth School of Business. Katie is also the Founder and Executive Coach of (en)Courage Coaching and Consulting where she helps business leaders and executives live their most authentic and courageous lives in the Chicago area. She works alongside her clients to design authentic career paths, executive leadership practices, and courageous workplace cultures. Before entering the coaching industry, Katie gained 15 years of professional experience serving in the nonprofit, corporate, and education sectors. Those years ultimately led her to earn her master’s degree, receiving an M.Ed. in counseling and her board certification in coaching. Along with her coaching practice, she is also a Senior Associate Director of Leadership Development at the University of Chicago Booth School of Business where she teaches and coaches students on leadership coaching. Among her many accomplishments, she has developed the Women’s Leader(HER)ship Program at the Booth School of Business and became a certified examiner with the Hogan Assessments Program. Katie has a passion for creating courageous business leaders and continues to impact the lives of business leaders through her executive coaching and consulting today. Key highlights Coaching vs. counseling Timestamp 03:23 In Katie’s career path to coaching, she achieved her master’s degree in counseling. However, she realized that she didn’t want to “be constrained by insurance companies” and their delegation of how she “could be of service and support” to her clients. Because of this, she transferred her skills to executive coaching where she could help others without diagnosis and focus on their strengths. Severin comments on her departure from counseling and states that, unlike counseling, coaching is “all about the possibility” or “courage you want to take for your future.” Katie agrees and explains that coaching focuses on the strengths of clients and not the weaknesses. However, she does recognize that as a coach, she sometimes needs to make referrals to mental health professionals for specific challenges and issues her clients face. Lead(HER)ship Timestamp 13:51 At the Booth School of Business, Katie created the Booth Women Lead(HER)ship Program. She made this program to help “women disrupt and navigate the challenges that they face in the workplace as women.” The program helps participants recognize that they are each other's support, not competition. The women involved in this program are put into small “squads” that are encouraged to take care of each other. As part of the program, participants are given a Gallup StrengthsFinder test to find their strengths, and they are also introduced to women-owned businesses. Katie advises those that are doing a women’s leadership development programming to ensure the “community aspect” of the program is evident and that “the brave space for” participants “to come forward and say what’s truly on their mind and the challenges they’re facing is available to them.” Nothing is permanent Timestamp 26:07 One of Katie’s mantras is “nothing is permanent.” She explains that she uses this statement often because when you go through “hard times” it can feel like “I am never going to get out of this environment” or “mindset.” She explains that although it may feel like this, “your brain and your environment are lying to you. Everything is possible if we just allow ourselves to take the blinders off and imagine what else is out there… any circumstance or environment that you find yourself in that’s having a negative or toxic impact on your life, that’s not gonna be the environment that you have to be in for the rest of your life.” Defining courage Timestamp 30:05 When asked how she defines courage, Katie uses a painting as a visual aid. This painting features “the wall street bull and also the wall street girl just facing off against each other.” To Katie, this painting is a symbol of courage because “it’s standing up when it’s difficult, when it’s challenging, when you know the outcome may not even benefit you, but it’s the right thing to do.” Severin agrees and shares a story that courage is sometimes “what is needed now to survive and define your future.” He states that “courage is the ability to go forward, but sometimes it’s the ability to stand up, get off the ground, and not only defend your ground, defend your values, and become the very person you need to be.” Courageous cultures Timestamp 37:55 In her coaching and consulting, Katie often helps business leaders build courageous cultures. She explains that a majority of the workplace is “what behaviors get rewarded, what behaviors get punished, and what behaviors go unchecked and just let roam free.” She shares that when there are inconsistencies in these three areas, it can be difficult to “be courageous in a workplace” because “you don’t know what kind of response you’re gonna get in return.” To help build consistency, Katie helps business leaders develop their mission, vision, values, and practices. Not everyone is your client Timestamp 46:51 When asked what she wishes she had learned earlier on, Katie explains that because she was recovering from “people pleasing” and needing “to be liked as a coach” she had to learn that “not every prospective client is meant to be your client.” She shares that instead of trying to please everyone, coaches should “focus in on helping the people that most resonate with us because that relationship matters so much to a client’s ability to make change and develop.” Download the transcript Click here to listen to the podcast, or click below to view the podcast outline and transcript: Copyright © 2022 by Arete Coach LLC. All rights reserved.

The Bureau of Labor Statistics recently revealed that for every unemployed American, there are 2 open jobs available. In other words, there are twice as many open jobs available as there are unemployed Americans (2022). Furthermore, according to the Bureau of Labor Statistics, workforce participation declined rapidly in April of 2020 and has yet to fully recover (2022). This data in real-time translates to unfilled positions, staff shortages, and difficulties hiring skilled labor. In response to these challenges, here are 10 strategies businesses can use to find and hire talent amidst a labor shortage. Strategy #1: Steal aways With 3.6% unemployment, most candidates are already employed by others. This requires mastering the "art of the steal." Recent research from Gallup states that “1 in 4 U.S. employees say they have been recruited in the past three months” and that “1 in 10 employees say they have been recruited in the past 3 months even though they were not actively looking for a new job or even watching for opportunities” (Barry, 2022). According to their analysis, this data represents a 57% increase in the number of “non-job seekers being actively recruited” (Barry, 2022). Because the population of unemployed job-seekers is smaller than the number of open jobs available, business leaders and recruiters have taken to hiring those already employed in other organizations—signifying an increase in the power employees have in the employee-employer relationship. To attract employees who can now barter for more, businesses must be prepared to increase compensation, flexibility, and benefits as the success of a steal-away hiring strategy depends on the benefits of working for one company versus another. According to Pew Research, the #1 reason employees quit their job in 2021, was not because of the COVID-19 pandemic, but because the “pay was too low.” Employers can increase their attractiveness to those currently working for organizations with fewer benefits and compensation by offering increased benefits and salaries. Businesses can also search for job candidates who are looking for lower costs of living or relocation. For example, states like California are experiencing high rates of migration. According to the New York Times, the population in coastal cities in California is continuing to decline as a result of the high cost of living and a variety of other factors (Arango, 2022). “Recruitment is marketing. If you’re a recruiter nowadays and you don’t see yourself as a marketer, you’re in the wrong profession.” - Matthew Jeffery Strategy #2: Employees seeking refuge ...Refuge from turbulent bosses, companies, and industries (e.g. layoffs, hiring freezes, M&A take over targets, and aging industries). As the economy continues to change and businesses navigate turbulent times, business leaders can increase their employee pool by recruiting employees from companies facing the challenging season. For example, in early June of 2022, Elon Musk indicated that he had a “super bad feeling” regarding the economy and because of this he plans to reduce or lay off salaried staff by 10% in the future (Isidore, 2022). Executives and other salaried employees of Tesla are facing uncertain futures within Tesla. Because of this, they may be more inclined to transition to other employment opportunities with better horizons. Strategy #3: Graduates Recruit emergent workers earlier from high schools, vocational schools, and universities. While those with a bachelor’s degree or higher have the “highest labor force participation rate” according to the Bureau of Labor Statistics, college graduates can still experience some difficulty when entering the professional workforce (2022). According to the Bureau of Labor Statistics' “College Enrollment and Work Activity of Recent High School and College Graduates Summary” release, “the unemployment rate for recent college graduates with a bachelor’s degree” was 13.1% (2022). By investing in the life skills and development of younger employees, recruiters and employers can gain access to new knowledge, new perspectives, and a larger pool of potential employees. “I am convinced that although training and development are important, recruitment and selection are much more important.” - Stephen R. Covey Strategy #4: Rural-insourcing Seek to engage available geographically dispersed talent that is knowledgeable about your industry or needs. According to the U.S Census Bureau, 8.4% of Americans moved in 2021, “the lowest documents rate in over 70 years” (2021). Where people did move was different across the United States. For example, “for the first time since 1995” 57% of all moves in California were those leaving California (Carter, 2021). Furthermore, Pew Research states that “Americans are less likely than before COVID-19 to want to live in cities” and that they are “more likely to prefer suburbs” (Parker et al., 2021). In some cases, some individuals have not simply moved to new locations, but adopted what is called “digital nomadism.” Digital nomads might have a primary residence for mail and other important documents, but they live a “nomadic lifestyle” doing remote work or “location-independent” work (Sorensen, 2021). For more information on what digital nomadism is and how it impacts the workforce read our insight article: Digital Nomadism’s Impact on Returning to Work Post-Pandemic. When considering rural insourcing, consider the research on movement and relocation specific to your area. Are those in your area leaving or are new people coming? According to United Van Lines 2021 National Movers Study, the top outbound states for 2021 were New Jersey, Illinois, New York, Connecticut, and California while the top inbound states were Vermont, South Dakota, South Carolina, West Virginia, and Florida (2021). By adopting remote work employment models, business leaders and recruiters can accept job applicants from anywhere in the world. This is especially important for those businesses in states like California, New York, and New Jersey where access to local in-person skilled workers has been affected by increased relocation to other areas. Strategy #5: M&A Consider aquire-hires by buying businesses that have teams assembled that fit your culture and needs. Other challenges that can encourage employees to look toward new opportunities include M&As with culture mismatches, new CEOs, new executive leadership, new leadership teams, or corporate relocation. As the market continues to change, businesses will face new challenges and some of these challenges will leave currently employed individuals questioning their future. Business leaders and recruiters can take advantage of this by offering greener pastures and brighter futures to employees questioning their future with their current employers. Strategy #6: Retirees Consider bringing knowledge worker Baby Boomers and other early retirees who have left the workforce back in part and full-time positions. According to an article from the Federal Reserve Bank of St. Louis, there were “2.4 million excess retirements due to COVID-19, which is more than half of the 4.2 million people who left the labor force from the beginning of the pandemic to the second quarter of 2021” (Castro, 2021). In other words, 2.4 million Americans retired early due to the pandemic. However, a survey from Express Employment Professionals and The Harris Poll states that 79% of those who retired during COVID-19 “say they’d be likely to partake in semi-retirement.” 66% of retired respondents stated that they would be interested in “transitioning to a consulting role,” and 59% would be interested in “working reduced hours with reduced benefits” (2022). Interestingly, only 21% of survey respondents stated that their “employer offers semi-retirement” (Express, 2022). The gap between those interested in semi-retirement and the availability of these options indicates that there is a population of experienced and knowledgeable workers that are seeking employment that is flexible to their lifestyle. By creating semi-retirement programs and recruiting those who have already retired into the workplace, employers can fill vacant positions and increase the age diversity of their workforce—ultimately improving their productivity and resiliency. For more information on how hiring can benefit your workplace, read our insight article, Avoid Ageism and Add Resiliency to Your Workforce. Strategy #7: Young persons (ages 16-24) Youth participation in the workforce have not returned to pre-pandemic levels. Consider hiring apprenticeships, internships, trade schools, and tech boots camps. According to Statista, 8.2% of youth aged 16-24 are unemployed in the United States (Statista, 2022). Of those who have graduated high school but are not enrolled in college, 21.6% are unemployed. According to Indeed, many of these youth have little to no work experience or skills that are gained in the workplace (2022). These youth and high school graduates can be valuable resources for employers and recruiters. Strategy #8: Veterans Turn to retiring and/or transitioning military personnel who have valuable training. According to The U.S Bureau of Labor Statistics, “the unemployment rate for veterans who served on active duty in the U.S Armed Forces at any time since September 2001” was 4.6% in 2021. Among the unemployed veterans in 2021, 56% were between the ages of 25 and 54, 39% were 55 and older, and 5% were aged 18 to 24 (BLS, 2021). While the unemployment rate for veterans is slightly lower than the average unemployment rate for those who are not veterans, according to a study from the Society of Human Resource Management, “55% of veterans still report employment as a top transition challenge” and that “veterans with a service-connected disability are still having trouble getting and retaining jobs” (Bradbard & Schmeling, n.d.). By creating recruitment and hiring strategies that specifically target veterans, employers have greater access to a wider pool of skilled job applicants. Research from Call of Duty Endowment and ZipRecruiter indicates that 59% “of employers report that veterans perform ‘better than’ or ‘much better than’ non-veterans” (Barrera & Carter, n.d). The Society of Human Resource Management also states that employers who hire veterans “can tap into corporate tax benefits” such as The Work Opportunity Tax Credit (SHRM, n.d.). There are a variety of veteran hiring services for business leaders at the federal and state level. However, for those interested in hiring veterans, the U.S Department of Labor outlines several resources for employers to reference. Some of these resources include Regional Veterans’ Employment Coordinators, the National Labor Exchange and Veteran Readiness and Employment. Strategy #9: Reformers Consider hiring reforming felons (parolees, half-way house labor, and minimum security prison labor). Another resource for job applicants are organizations that help employ those with criminal backgrounds. According to Prison Fellowship, “for the 70 million Americans with a criminal record, there are over 28,000 legal barriers to just employment.” By legally hiring these employees in a way that is both safe for employees and employers, uplifting to local communities, and uplifting to those hired and their families, employers can gain access to dedicated employees with previous training, skills, and increased dedication to employment, according to the Prison Fellowship. According to the Federal Bureau of Prisons, many of these former inmates have “completed programs designed to help them develop the skills needed to achieve success” and have completed “training in Federal Prison Industries… vocational and occupational training programs.” If you’re concerned about the perception of your business from the consumer’s eye, consider research from the Society of Human Resources has found that 78% of Americans “feel comfortable buying goods or services from a business where the customer-facing employee has a non-violent criminal record.” There are a variety of resources that employers can use to employ former inmates and those with criminal backgrounds. One organization, 70 Million Jobs, has a job posting board specifically for those with criminal backgrounds and also helps those applying for jobs with their resumes. The U.S Department of Labor has also established The Federal Bonding Program which provides “fidelity bonds for ‘at-risk, hard-to-place job seekers. The bonds cover the first six months of employment at no cost to the job applicant or the employer.” Strategy #10: Utility task implementers Consider hiring for neurodiversity needs and simply work in tasks and 'jobs to be done.' According to the Center for Neurodiversity and Employment Innovation, “unemployment for neurodivergent adults runs at least as high as 30-40% which is 3 times the rate for people with disability, and 8 times the rate for people without disability.” They state that neurodivergent adults “who are eager to work professionally are often left out of the workforce or forced into lower skills jobs for a variety of reasons” such as “non-inclusive hiring and retention practices, lack of employer education and training, absence of support ecosystems on the job, and skill differences or needs that often do not align with standard business operations.” However those in the neurodiverse community can offer a different approach to problems and “innovative solutions and ideas” among other skills to their workplace (UCONN, n.d.). By recruiting and hiring those from the neurodiverse community, employers can access a large population of skilled workers that otherwise might go untapped. There are several ways that businesses and recruiters can look to employ those from neurodiverse communities. Consider EARN the Employer Assistance and Resource Network on Disability Inclusion. They offer several strategies and resources for employers looking to hire those from the neurodiverse community, and recommend employee resource groups as a way to “boost disability recruiting and hiring.” NeurodiversityHub also provides several resources for business leaders and those in the neurodiverse community. There are also a variety of other hiring platforms and organizations that focus on neurodiversity such as inclusively, Neurodiversity in the Workplace, and Exceptional Individuals that work to help connect those who are neurodiverse to employment opportunities. By adopting remote and flexible employment arrangements, employers can further support the hiring and development of those with neurological differences and/or disabilities. Research from Szulc, McGregor, and Cakir has indicated that for some individuals in the neurodiverse community, remote employment when routine can help them avoid “sensory overwhelm” and build a “healthy work-life balance” (2021). Szulc and her team's research also indicate that employers should work “towards building a more neurodiversity friendly post-pandemic workplace” that offers “working arrangements, which better suit employees’ domestic and personal circumstances (Szulc et al., 2021). “We should celebrate neurodiversity—the world would be poorer and life duller if we were all the same.” - Neil Milliken The main takeaway As we navigate the talent selection process amidst the scarcity of new employees and job candidates, business leaders and recruiters can look toward more unique hiring practices to help fill the gaps in their labor needs. These strategies for managing the reduced workforce can help employers meet potential employees where they are at and increase their chances of finding potential applicants for their available positions. “Change is the only constant in life. One’s ability to adapt to those changes will determine your guess in life.” - Benjamin Franklin References Arango, T. (2022, May 4). For Second Straight Year, California Sees a Population Decline. The New York Times. https://www.nytimes.com/2022/05/04/us/california-population-decline.html. Barrera, C., & Carter, P. (n.d.). Challenges on the Home Front: Underemployment Hits Veterans Hard. Call of Duty Endowment. https://www.callofdutyendowment.org/content/dam/atvi/callofduty/code/pdf/ZipCODE_Vet_Report_FINAL.pdf. Barry, B. K. (2022, May 2). Warning: Even Your Committed Employees Are Being Recruited. Gallup.Com. https://www.gallup.com/workplace/391622/warning-even-committed-employees-recruited.aspx. Bonds 4 Jobs. (n.d.). Bonds 4 Jobs. https://bonds4jobs.com/. Bradbard, D., & Schmeling, J. (n.d.). The Recruitment, Hiring, Retention, and Engagement of Military Veterans. Society of Human Resource Management. https://www.shrm.org/resourcesandtools/tools-and-samples/hr-forms/pages/attracting_veterans.aspx. Bureau of Labor Statistics. (2021). Employment Status of Veterans 2021. https://www.bls.gov/news.release/pdf/vet.pdf. Bureau Of Labor Statistics. (2022). Civilian labor force participation rate. Bureau of Labor Statistics. https://www.bls.gov/charts/employment-situation/civilian-labor-force-participation-rate.htm. Bureau of Labor Statistics. (2022a). Number of unemployed persons per job opening, seasonally adjusted. https://www.bls.gov/charts/job-openings-and-labor-turnover/unemp-per-job-opening.htm. Bureau of Labor Statistics. (2022b, March 9). High school graduates with no college had unemployment rate of 4.5 percent in February 2022 : The Economics Daily: U.S. Bureau of Labor Statistics. https://www.bls.gov/opub/ted/2022/high-school-graduates-with-no-college-had-unemployment-rate-of-4-5-percent-in-february-2022.htm#:%7E:text=Those%20with%20less%20than%20a,unemployment%20rate%20at%202.2%20percent. Bureau of Labor Statistics. (2022c, April 26). College Enrollment and Work Activity of Recent High School and College Graduates Summary - 2021 A01 Results. https://www.bls.gov/news.release/hsgec.nr0.htm. Carrero, Y. (2022, May 6). The Center for Neurodiversity and Employment. Werth Institute for Entrepreneurship and Innovation. https://entrepreneurship.uconn.edu/neurodiversitycenter/#. Carter, S. M. (2021, March 3). For the first time in 25 years, more Americans moved out of California than in: Here’s how much it costs to live there. Grow from Acorns + CNBC. https://grow.acorns.com/cost-of-living-california/. Castro, M. (2021, October 15). The COVID Retirement Boom | St. Louis Fed. Economic Research Federal Reserve Bank of St. Louis. https://research.stlouisfed.org/publications/economic-synopses/2021/10/15/the-covid-retirement-boom. Express Employment. (2022). Majority of Employees Favor Semi-Retirement with a Flexible Work Schedule. Express Employment. https://www.expresspros.com/Newsroom/America-Employed/Majority-of-Employees-Favor-Semi-Retirement-with-a-Flexible-Work-Schedule.aspx. Federal Bureau of Prisons. (n.d.). BOP: Employing Former Inmates. https://www.bop.gov/business/employing_former_inmates.jsp. Fry, R., & Cohn, D. (2021, December 20). In 2020, fewer Americans moved, exodus from cities slowed. Pew Research Center. https://www.pewresearch.org/fact-tank/2021/12/16/in-2020-fewer-americans-moved-exodus-from-cities-slowed/. Indeed. (2022, May 4). 6 Reasons Why It’s So Hard to Get a Job After College (With Helpful Tips). Indeed Career Guide. https://www.indeed.com/career-advice/finding-a-job/why-is-it-so-hard-to-get-a-job-after-college. Isidore, C. (2022, June 6). Elon Musk pulls back on job cuts plans for Tesla. CNN. https://edition.cnn.com/2022/06/06/economy/elon-musk-tesla-job-cuts/index.html. Parker, K., & Horowitz, J. M. (2022, March 10). Majority of workers who quit a job in 2021 cite low pay, no opportunities for advancement, feeling disrespected. Pew Research Center. https://www.pewresearch.org/fact-tank/2022/03/09/majority-of-workers-who-quit-a-job-in-2021-cite-low-pay-no-opportunities-for-advancement-feeling-disrespected/. Parker, K., Horowitz, J. M., & Minkin, R. (2022, February 1). Americans Are Less Likely Than Before COVID-19 To Want To Live in Cities, More Likely To Prefer Suburbs. Pew Research Center’s Social & Demographic Trends Project. https://www.pewresearch.org/social-trends/2021/12/16/americans-are-less-likely-than-before-covid-19-to-want-to-live-in-cities-more-likely-to-prefer-suburbs/. Prison Fellowship. (n.d.). Second Chance Hiring: The Benefits of Employing Returning Citizens. https://www.prisonfellowship.org/2022/04/second-chance-hiring-the-benefits-of-employing-returning-citizens/. Society of Human Resource Management. (n.d.). Workers with Criminal Records: Consumer and Employee Perspectives. SHRM. https://www.shrm.org/hr-today/trends-and-forecasting/research-and-surveys/Pages/Workers-with-Criminal-Records-Consumer-and-Employee-Perspectives.aspx. Sorensen, S. (2021, July). Digital Nomadism’s Impact on Returning to Work Post-Pandemic. Arete Coach. https://www.aretecoach.io/post/digital-nomadism-s-impact-on-returning-to-work-post-pandemic. Statista. (2022, May 2). U.S. youth unemployment rate: seasonally adjusted, March 2022. https://www.statista.com/statistics/217448/seasonally-adjusted-monthly-youth-unemployment-rate-in-the-us/. Szulc, J. M., McGregor, F. L., & Cakir, E. (2021). Neurodiversity and remote work in times of crisis: lessons for HR. Personnel Review. https://doi.org/10.1108/pr-06-2021-0469. United Van Lines® Staff. (2022, February 23). 2021 United Van Lines National Movers Study. United Van Lines®. https://www.unitedvanlines.com/newsroom/movers-study-2021. US Census Bureau. (2021, November 17). Census Bureau Releases 2021 CPS ASEC Geographic Mobility Data. Census.Gov. https://www.census.gov/newsroom/press-releases/2021/cps-asec-geographic-mobility.html#:%7E:text=This%20represents%20an%208.4%25%20mover,and%20main%20reason%20for%20relocating. Copyright © 2022 by Arete Coach LLC. All rights reserved.

Episode #1080: In this episode of the Arete Coach Podcast, Tony Lewis, an Executive Coach, Vistage Master Chair, Vistage Best Practice Chair, and Chairman of The Lewis Group USA, guides us through his journey from aviation, the military, and executive leadership to his career as an executive coach today. Tony shares valuable insights from his time in the military and how he applies military sayings and practices to his coaching sessions. Join us as we discuss topics including courage, learning throughout life, leadership, and decision-making processes in Episode #1080 of the Arete Coach Podcast. About Tony Lewis Tony Lewis is an Executive Coach, Vistage Master Chair, Vistage Best Practice Chair, and Chairman of the The Lewis Group USA. Tony has been coaching with Vistage since 1996 and is currently a Master Chair in the Kansas City, Missouri area. He has served as a Best Practice Chair for 7 years, helping other coaches and acting as a mentor to other Vistage Chairs. In 1998, Tony founded The Lewis Group USA, where he helps companies develop better strategic direction and greater organizational effectiveness. Prior to The Lewis Group, Tony held several executive positions, including President and CEO of ConAgra Foods and Vice President of Continental Grain. Additionally, Tony is retired from the United States Air Force, having served his country for 6 years as an active-duty Colonel. In addition, he also has 31 years of experience as a General in the Air Force National Guard. Tony has a passion for making a positive impact through his personal accountability, principles, integrity, and respect, while contributing to the positive human wealth of others in society. Key highlights The OODA loop Timestamp 11:03 When discussing Tony’s experience as an aviator, Tony defines the OODA loop—an emergency response checklist. He explains that the OODA loop stands for observe, orient, decide, then act. This decision-making process is used during emergencies or war and often has to happen in as little as 5 seconds. Tony explains that the OODA loop is “valuable, not just to businesses, but to CEOs themselves and how they react to certain events that might affect their business.” Because CEOs sometimes are required to make fast and calculated decisions that can affect their business and their employees, the OODA loop can be a useful tool for necessary decision-making. Strength and knowledge from scars Timestamp 20:28 In a discussion about current economic challenges, Tony shares that leadership is an important skill for business leaders to develop. He explains, “I know I have a lot of scars on my back and those scars tell a story of the experience of making mistakes… A lot of the young people will get through it, but they don’t realize that making those mistakes will make them stronger as they grow older and wiser. Those mistakes and experiences will turn into wisdom just like it did for myself and many people that I know.” The three parts of courage Timestamp 24:14 Tony shares what he believes are the three components of courage: “the courage to fail, the courage to learn, and the courage to think through your actions.” All three of these components of courage are essential in business, on the “battlefield,” and when flying an airplane. Keeping your brain exercised Timestamp 34:33 Tony’s two favorite sayings are “It ain't what you don’t know that gets you in trouble, it’s what you know from Mark Twain and “I didn’t climb the mountain to conquer the mountain. I climbed it to conquer myself” from Edmund Hillary. He uses these quotes as inspiration to “keep young, keep learning.” He shares a story of taking his father to the doctor. When talking with the doctor about his father’s longevity and how he still worked as an attorney in his 90s, the doctor shared that “every cell in your body is attached to your brain and your brain is the biggest muscle in your body and you got to keep it exercised.” Because of these learnings, Tony is “trying to follow in” his father’s “footsteps” and keep his “brain exercised.” “Opportunity is nowhere” Timestamp 38:15 When asked what powerful question he uses in his coaching Tony shares that “questions are powerful, but silence is maybe more powerful in certain situations.” He explains that in his coaching, he helps his clients find the solutions to their problems by helping “them see through the clouds,” not by giving them the answers. He also shares a saying that he often used as an executive, “opportunity is nowhere.” When people would come into his office with challenges looking for advice he would direct them to the sign and explain that the sign actually said: “opportunity is now here”. He explains that “once I could lead them to understand that, then I could ask the right questions and usually they’d solve their own problem. To coach is to nudge Timestamp 46:04 Tony’s best days as an executive coach are the days when he gets to watch his coaching clients solve their problems together without much assistance. Tony shares a time when this happened and that he “was amazed when they did that.” For his group, “the learnings were extraordinary and the feedback and the engagement were extraordinary because it was instantaneous.” Tony shares that “they did the work and it made me feel like maybe this coaching isn’t about having to drag things out of them… they just need a little nudge once in a while.” Download the transcript Click here to listen to the podcast, or click below to view the podcast outline and transcript: Copyright © 2022 by Arete Coach LLC. All rights reserved.