As previously discussed in Episode #1074 of the Arete Coach Podcast, employers and business leaders are facing a shortage of labor supply. Because of this, employers are investing in new recruitment and hiring strategies. Some of these strategies are focused on younger generations such as Generation Z and those graduating high school and college. Below we discuss and examine key strategies for recruiting and hiring the next generation of the workforce. Examining the younger generation Before examining how to recruit younger generations, it is important first to establish an understanding of younger generations. Who are they? What are they looking for in their future careers? What is different about them from generations before? Reduced workforce participation According to the Federal Reserve Bank of Dallas and the U.S Bureau of Labor Statistics, since the COVID-19 pandemic, fewer employees under the age of 25 have returned to the workforce than those aged 25-54. Prior to the pandemic, a little over 80% of youth aged 16-24 were participating in the labor force. In May of 2022, only 62.3% of youth aged 16-24 were participating in the labor force. This indicates that approximately 17.7% of youth aged 16-24 have previous work experience, but have yet to return to the workforce. This reduced workforce participation indicates there are employees available in younger generations who have not yet returned to the post-pandemic workforce (Federal Reserve Bank of Dallas & U.S. Bureau of Labor Statistics, 2022). General demographics According to research from Pew, Generation Z (those born after 1996) are the most diverse generation to date (Fry & Parker, 2018). They “see the country’s growing racial and ethnic diversity as a good thing, and they’re less likely than older generations to see the United States as superior to other nations” (Parker & Igielnik, 2020). According to Pew, “Generation Z represents the leading edge of the country’s changing racial and ethnic makeup” (Parker & Igielnik, 2020). Generation Z also has the lowest rate of college debt—compared to Millennials (born from 1981 to 1996), who have an average of $38,000 in college debt (Statista, 2022). The low rate of college debt among Generation Z might be due to many of them still being in college or not yet enrolled in college. According to Gallup's research, younger people were more likely to lose their jobs due to the COVID-19 pandemic than their senior counterparts (Pendell, 2021). Other research indicates that younger generations also place great importance on how “ethical,” “diverse and inclusive” their workplace is (O’Boyle, 2021). What are they looking for? “Corporate culture matters. How management chooses to treat its people impacts everything for better or for worse.” - Simon Sinek Workplace well-being What are younger generations looking for when applying for jobs? Gallup Research polled adults aged 15 years and older, including Millennials and those from Generation Z (Pendell, 2021). Their research revealed that an “emphasis on well-being is nonnegotiable for younger workers” and that workplace well-being is the number one concern for younger generations. Gallup attributes this to negative emotions such as “anger and stress” that “increased across the workforce in 2020” during the COVID-19 pandemic (Pendell, 2021). This sense of workplace well-being includes physical, career, social, financial, community, and cultural well-being (O’Boyle, 2021). Additionally, workplace flexibility and remote worker support is also considered a valuable form of workplace well-being (Pendell, 2021). Ethics and diversity Younger generations value working for ethical employers. However, they view ethical organizations differently than older generations. For example, “older generations may associate ethical behavior with personal character. Younger generations are concerned with people and the planet.” Additionally, younger generations of workers view “diversity, equity, and inclusion as imperative.” (O’Boyle, 2021). What makes them different? Social media usage Research has indicated that 73% of “job seekers between the ages of 18 to 34 found their last job through social media” (ApolloTechnical, 2022). Although a majority of job hunters use social media regardless of their generation, younger generations have “had some kind of social media presence for more than half their lives” (SproutSocial, n.d.). Research from the Economics and Sociology Journal indicates that Generation Z “prefers online job search over older methods” and that a majority of Gen Z individuals see a company's “social media profile” as a “very important” factor when considering where to work (Peter et al., 2020). Value of well-being and culture Younger generations place greater emphasis on relationships and culture. For example, those born after 1980 value more that an “organization cares about employees’ well-being” while those born from 1946 to 1979 view ethical leadership as the most important feature of a potential employer (O’Boyle, 2021). According to TalentLyft, Gen Z employees “care more about the meaning of their work” and look for “a strong sense of belonging to the company they work for.” Gen Z employees care about the values of the company they work for and “are looking to identify with them” (Prpic, 2021). Sharing salary information According to research from BankRate, Baby boomers are the “least likely to discuss” their pay and salary with coworkers and other professional contacts. On the other hand, younger generations are more likely to share their salary information with others. 26% of Gen Z employees have shared their salary with a co-worker and 25% have shared their salary with other professional contacts (Sham, 2022). This increase in “transparent conversations about compensation” can increase compensation requested by potential employees and job applicants (Sham, 2022). Strategies for attracting the younger generation Based on the data and research discussed above, there are several recruitment strategies that employers can use to attract younger generations. “The ROI of social media is that your business will still exist in 5 years.” - Eric Qualman Social media As aforementioned, the majority of Gen Z job applicants view a company’s social media profile as a “very important” factor when considering where to work (Peter et al., 2020). Social media platforms like LinkedIn report having 55 job applications submitted per second (Ku, 2022). According to PostBeyond, social recruiting (or recruiting with the use of social media) allows employers to “connect with more candidates,” “save money and time on hiring,” and “showcase… employer brand” (Ku, 2022). A new form of social recruiting has also developed on a trending social media platform: TikTok. In 2021, they launched TikTok resumes with companies such as Chipotle, Shopify, and Target piloting the program. On this platform, potential job applicants respond to job applications using videos they create to introduce themselves (Maurer, 2021). According to the Society of Human Resource Management (SHRM), “social media- including TikTok- is a tactic proven to be very helpful for recruitment, especially for employers facing labor shortage” (Maurer, 2021). Sell a culture that focuses on well-being According to The Undercover Recruiter, it is important for employers to sell their culture to younger generations. They want to work for companies that care about their well-being and alongside employees with a shared mission. However, this well-being includes consideration about their lives outside of work. For example, digital nomadism is now a new form of employment enjoyed by many employees in younger generations. According to ProjectUntethered, in 2021, 44% of digital nomads were Millennials, 21% were Generation Z, and only 12% were Baby Boomers (ProjectUntethered, 2022). Younger generations are favoring more flexible employment options that support their work-life balance. However, they also value the benefits and perks offered by employers such as health insurance and vacation days. For more information on creating well-being in the workplace, check out Episode #1050 of the Arete Coach Podcast where we discuss 11 reasons employees stay with businesses and what leading companies are doing to improve employee well-being. Advertise and celebrate diversity As discussed previously, younger generations place great importance on the diversity of their workplaces. In response, employers and recruiters are advised to advertise their value of diversity. Consider this insight from ZipRecruiter. They state that to attract college graduates (a sect of the young workforce), “rather than posting ads for specific positions, recruit candidates to your company by providing information on your mission, business model, industry and all the entry-level career opportunities you have available” (2015). Furthermore, the Society of Human Resource Management also states that “more companies and organizations” are “highlighting diversity in their ads” because of the high competition labor market and the “demographic shifts” in the United States (Thaler-Carter, 2001). By advertising the “real” and “authentic” diversity of a workplace, employers and recruiters and make their workplaces more attractive for potential employees (McCrea, 2020). “A long apprenticeship is the most logical way to success. The only alternative is overnight stardom, but I can’t give you a formula for that.” - Chet Atkins Pave career paths through apprenticeship and mentoring According to Business News Daily, “Millennials want to know that they have room to grow when choosing an employer” and that if they know “how long it might take them to advance, they’re more likely to stick around and work toward those career goals” (Schooley, 2022). This also applies to high school students. According to ADP, “high school students are hungry for meaningful work to help share their future career objectives…” By advertising the career path available for job positions, younger job applicants with career aspirations can begin to visualize their role in your organization. This can also be done by mentoring. Also from Business News Daily, younger generations such as Millennials place “higher value on collaboration than competition. Employers can keep millennial employees engaged by implementing internal peer mentorship programs and assigning team-oriented initiatives” (Schooley, 2022). Pair younger generational recruitment efforts with philanthropic initiatives According to ADP, “business-sponsored events have the potential to draw high school volunteers who value philanthropic activities.” Business leaders can then mine interns from that volunteer pool and give “students valuable experience to include on their college applications and resumes.” Philanthropic efforts give organizations the opportunity to also display their values and workplace culture. By displaying these features, participants of these philanthropic efforts can also be encouraged to apply for jobs within an organization as well. Rethink your job descriptions When looking to attract the younger generation to your organization, it is important to re-evaluate your job description. Younger generations in the workforce likely do not have years of experience. Consider what experience is absolutely necessary for your job descriptions and what skills could be trained and enhanced after hiring (McCrea,2020). Research indicates that 61% of entry-level positions require at least 3 years of experience (Bates, n.d.). College graduates, high school students, and those who have only been in the workforce for a few years are not likely to have 3 years of experience on their resume. According to Harver, “Instead of focusing on hands-on experience that is directly relevant, you should aim to focus on transferable skills and look at what candidates did in school besides studying. Internships, part-time jobs, extracurricular activities, and volunteering are all excellent examples of what you can look at to determine whether or not a candidate is a good fit for your organization” (Bates, n.d.). Connect with colleges and high schools A great way to access a pool of job candidates is by building relationships with local colleges and high schools for in-person work and a variety of universities and colleges for remote employment. Most universities have career offices with career counselors and guidance for students. By building relationships with these career centers, employers can give college students an early introduction to their business and workplace before they graduate. High schools also offer some career counseling services to their students. A common practice for many seniors in high school is a career assessment test, which aims to help students decide what career path they want to pursue. High school counselors and staff also discuss future goals with students who are not wanting to pursue a college education. By connecting with these resources and sharing your open positions and careers available to high school graduates and students, high school counselors and staff can direct students towards your organization for employment purposes. Implement student loan payback programs Student loans are a common burden for many college graduates. They are also a roadblock for many high school graduates looking to obtain a higher education. According to PayCor, “more than 3.2 million workers have more than $100,000 in student loan debt” (2022). Furthermore, the Society of Human Resource Management states that “to catch the eye of job seekers” employers should “consider offering cash to pay down employees’ student loan debt.” They also state that “although the percentage of employers offering student loan repayment assistance doubled to 8% in 2020… it remains an uncommon benefit despite its popularity among younger employees” (Sammer, 2022). By providing student loan payback programs, employers can attract and retain younger generations of talent looking to get rid of their student loan debt or pay for college while working within a company. The main takeaway As employers struggle to find labor that meets the needs of their workplace, there is a younger generation of employees continually entering the workforce who are looking for careers and opportunities. By recruiting these employees, employers can fill open positions in their organization and diversify their workplaces. Employers looking to invest in this pool of candidates can connect with younger generations by having a presence on social media, celebrating diversity, creating cultures that foster workplace well-being, displaying career paths, offering mentorship opportunities, using philanthropic efforts to attract potential employees, re-evaluating job descriptions, connecting with colleges and high schools, and offering student loan payback programs to attract and retain younger generations to the workforce. “Nothing we do is more important than hiring and developing people. At the end of the day, you bet on people, not on strategies.” - Lawrence Bossidy Resources ADP. (2020, August 24). Attracting High School Students Into the Candidate Pipeline. https://www.adp.com/spark/articles/2016/01/attracting-high-school-students-into-the-candidate-pipeline.aspx. Bates, H. (n.d.). 9 Tips To Succeed In Hiring College Graduates. Harver. https://harver.com/blog/hiring-college-graduates/#Requirements. Bradshaw, R. (2022, April 29). Surprising Social Media Recruiting Statistics (2022). Apollo Technical LLC. https://www.apollotechnical.com/social-media-recruiting-statistics/. Federal Reserve Bank of Dallas & U.S. Bureau of Labor Statistics. (2022, July). U.S. Economic Activity. The Federal Reserve Bank of Dallas. https://www.dallasfed.org/-/media/Documents/research/econdata/uscharts.pdf. Fry, R., & Parker, K. (2020, August 14). Early Benchmarks Show ‘Post-Millennials’ on Track to Be Most Diverse, Best-Educated Generation Yet. Pew Research Center’s Social & Demographic Trends Project. https://www.pewresearch.org/social-trends/2018/11/15/early-benchmarks-show-post-millennials-on-track-to-be-most-diverse-best-educated-generation-yet/. Karácsony, P., Izsák, T., & Vasa, L. (2020). Attitudes of Z generations to job searching through social media. Economics & Sociology, 13(4), 227–240. https://doi.org/10.14254/2071-789x.2020/13-4/14. Krumrie, M. (2015, September 10). The Complete Guide to Hiring New College Graduates. ZipRecruiter. https://www.ziprecruiter.com/blog/the-complete-guide-to-hiring-new-college-graduates/. Ku, D. (2022, January 19). Social Recruiting: Everything You Need To Know for 2022. PostBeyond. https://www.postbeyond.com/blog/social-recruiting/. Maurer, R. (2021, September 20). Video Resumes: Helpful Trend or Half-Baked Fad? SHRM. https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/video-resumes-trend-fad-tiktok.aspx. McCrea, B. (2020, January 8). 8 Ways to Attract New College Grads to Your Team – tEDmag. TED Magazine. https://tedmag.com/8-ways-to-attract-new-college-grads-to-your-team/. O’Boyle, B. E. (2022, March 1). 4 Things Gen Z and Millennials Expect From Their Workplace. Gallup.Com. https://www.gallup.com/workplace/336275/things-gen-millennials-expect-workplace.aspx. Parker, K., & Igielnik, R. (2022, April 1). On the Cusp of Adulthood and Facing an Uncertain Future: What We Know About Gen Z So Far. Pew Research Center’s Social & Demographic Trends Project. https://www.pewresearch.org/social-trends/2020/05/14/on-the-cusp-of-adulthood-and-facing-an-uncertain-future-what-we-know-about-gen-z-so-far-2/. Paycor. (2022). Employer Student Loan Repayment Program: 5 Tips for 2022. https://www.paycor.com/resource-center/articles/employer-student-loan-repayment-program-5-tips/#:%7E:text=Student%20loan%20repayment%20programs%3A%20now,127%20of%20the%20IRS%20code. Pendell, B. R. (2022, May 24). Younger Workers Have Had It Worse. Gallup.Com. https://www.gallup.com/workplace/358385/younger-workers-worse.aspx. ProjectUntethered. (2022, March 26). 15 Digital Nomad Statistics and Curious Trends [*2022 Update*]. https://www.projectuntethered.com/digital-nomad-statistics/#:%7E:text=The%20average%20age%20of%20a%20digital%20nomad%20is%2032%20years%20old,-COVID%2D19%20has&text=Studies%20show%2044%25%20of%20all,2021%20was%2032%20years%20old. Prpic, N. (2022, February 4). How to Adapt Your Recruitment Strategies for Different Generations of Workers? Blog. https://www.talentlyft.com/en/blog/article/462/how-to-adapt-your-recruitment-strategies-for-different-generations-of-workers. Schooley, S. (2022, May 11). How to Recruit Millennial Employees. Business News Daily. https://www.businessnewsdaily.com/7369-millennial-recruitment-mistakes.html. Sham, J. (2022, March 16). Survey: 55 Percent Of Workers Place Greater Importance On Flexible Or Remote Work Options. Bankrate. https://www.bankrate.com/personal-finance/job-seekers-survey-march-2022/. Sprout Social. (2021, July 22). How Different Generations Use Social Media [2021 Stats]. https://sproutsocial.com/insights/guides/social-media-use-by-generation/. Statista. (2022, February 21). Average student loan debt in the U.S. 2020, by generation. https://www.statista.com/statistics/1176727/share-student-loan-debt-generation-usa/. Thaler-Carter, R. E. (2001, April 10). Diversify Your Recruitment Advertising. SHRM. https://www.shrm.org/hr-today/news/hr-magazine/pages/0601thaler-carter.aspx. The Undercover Recruiter. (n.d.). 3 Tips for Attracting Recent Graduates to Your Job Openings. Undercover Recruiter. https://theundercoverrecruiter.com/graduate-hiring/ Copyright © 2022 by Arete Coach LLC. All rights reserved.

Episode #1079: In this episode of the Arete Coach Podcast, Doug Bouey, an Executive Coach, Consultant, Vistage/TEC Canada Chair emeritus, and Author reviews his journey to executive coaching, his book Fixing Fractures, Restoring Shattered Relationships in Business and Life, the importance of addressing what holds us back, and his experience as a Gazelles Coach. During the conversation, Doug shares insight on the power of questions from his time working with the Native population in Canada and how coaches can help their clients overcome challenges with strategy and practical insight. About Doug Bouey Doug Bouey is an Executive Coach, Consultant, Vistage/TEC Canada Chair emeritus, and Author of Fixing Fractures, Restoring Shattered Relationships in Business and Life. Doug has been the President and Principal Consultant of Catalyst Strategic Consultants LTD since 1986. At Catalyst Strategic Consultants LTD, he consults business leaders, helping them reach their greatest success. Doug uses a wide range of tools and approaches to help his clients overcome their challenges and amplify their arcs of success. In 2010, Doug received the Don Cope Award for his service in Vistage. Before entering the coaching industry, Doug had great success in law and was a Native Law specialist in Canada. During the time at which Doug practiced law, he also taught negotiation and counseling to law students and served as a lawyer in residence. Doug has a master’s in Human and Organizational Development and is a Certified Gazelle Coach. Today, Doug continues to impact the lives of others through his books, coaching, and consulting. Key highlights Pulling up anchor and setting sail Timestamp 02:24 When discussing how Doug Bouey came to his executive coaching career, Doug shares a “personal change” that came to him from his experience with a consulting company. In this personal change, Doug repaired his relationship with his father. Severin comments saying, “in coaching…we’re really focusing on healthy people and being very forward” in terms of direction. However, he states “there are times when the past is anchoring us so harshly” that it must be addressed. Severin then shares his own personal experience of pulling up anchors from his past and setting sail toward the future. Doug responds by stating, “many people are anchored, they’re stuck in past references… Sometimes it’s just a really great interaction with a solid persona that gets us out of it.” Doug’s prior experience with Native Law Timestamp 09:57 Prior to executive coaching, Doug was an attorney who specialized in Native law. He worked closely with Native peoples in Canada. He explains that much of his career was “dependent on meeting them where they were and starting where they were. So it was early days of doing the same kind of thing, which is asking good questions.” Just like executive coaches, Doug had to ask insightful and enlightening questions to broaden his understanding of the Native culture and peoples. He shares a story of explaining traditional animal control services to a Native council meeting and learning that their cultures “would never, ever” dispose of a dog because they were “sacred to” their culture. Doug continues asking powerful questions that enlighten and bring more perspective in his coaching practice today. Insight from Fixing Fractures Timestamp 21:26 Doug’s book Fixing Fractures, Restoring Shattered Relationships in Business and Life is a handbook on how to “fix a break that’s happened with someone that you really care about.” He explains that his book is “grounded in a mindset called the resolution mindset and relationship mindset… to help people self-actualize” the process and apply it themselves. Doug hopes that his book helps others in “overcoming needless disconnection” and that it will help others build their emotional intelligence by “practicing fixing fractures.” Doug also shares a story of how his “Fixing Fractures…” methodology has helped two brothers who were “running an enterprise” resolve their conflicts. Using his methodology, the brothers were able to resolve their conflicts “right down to the roots, so they never come up again.” “Everybody shows up great” Timestamp 36:19 When asked about his personal mantras or rules that guide his life, Doug shares that he’s trying to “help people of fine character, improve their impact” and “enhance their impact.” Severin then asks how Doug determines if someone has good character. Doug responds and explains that “everybody shows up great.” However, once a significant challenge comes or an “opportunity to scratch through that surface and see who they really are” comes through, Doug explains that’s when you “get a sense of whether they have fine character or not.” Preparing for greatness Timestamp 45:49 At 30 years old, Doug “sat down one dark evening and made a plan.” This plan “had 16 main things” he felt he should accomplish “in order to be a credible coach and leader.” For many years, Doug worked on his plan and marked his completion of certain tasks. When asked if he would take the title of a “lifelong learner,” Doug says, “oh, absolutely. I’m a sponge.” Coaching beyond “the edge” Timestamp 51:26 In executive coaching, Doug believes that coaching clients “are at the edge of their ability to handle whatever situation they’re confronted with, or they’re at the end of their plan, and they’re talking to a coach because they’re at that point.” Because of this, he explains that coaches who over-rely on asking “so, what do you think” fail to offer helpful coaching to their clients. He states that in his coaching, he prefers to give his clients “a concept or a way to make forward progess, to organize their thoughts around some structure that allows them to gain ground on whatever it is they’re trying to penetrate now.” He then adds “I always think of coaching as being like a mountain guide. I may not have climbed your mountain, but I’ve been in high country a lot.” 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. 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The greatest of leaders are skilled at identifying talent. They make room for everyone under their tent and cultivate greatness out of those around them. Unfortunately, many skillful employees, leaders, and team members go unrecognized due to the stigma surrounding disability, mental illness, and chronic illness. According to the University of Washington, “people with disabilities may be denied jobs, housing, or other opportunities due to false assumptions or stereotypes about disabilities…this still occurs today, despite disability rights laws such as the Americans with Disabilities Act” (2016). In response to these disparities, many leaders have moved towards creating workplaces that are neurodiverse, ultimately challenging these stereotypes and creating workplaces ripe with a variety of skill sets, thought processes, and capabilities. What is neurodiversity? According to Harvard Health, neurodiversity is “the idea that people experience and interact with the world around them in many different ways; there is no one “right way of thinking, learning, and behaving, and differences are not viewed as deficits” (Baumer & Frueh, 2021). At its core, neurodiversity is acknowledging and appreciating the differences in the ways people think, see the world, and behave. While the term neurodiversity applies to “all people,” it is often used in regards to “autism spectrum disorder, as well as other neurological or developmental conditions such as ADHD or learning disabilities” (Baumer & Frueh, 2021). Neurodiversity challenges the stigma surrounding a variety of groups including those with intellectual, physical, learning, and other disabilities. An important feature of neurodiversity is the understanding that there is no one “right way of thinking” or seeing the world. For example, those with autism spectrum disorder can have “differences in communication, learning, and behavior.” A neurodiverse workplace would acknowledge these differences as valid and valuable to the work environment and team. Faces of neurodiversity There are many examples of leaders and employees that have produced great successes and represented the neurodiverse population. Below we outline three specific examples of neurodiversity in the workplace, but recognize that there is a massive variety of successful individuals with intellectual, developmental, physical, and/or other disabilities. Consider the following examples of neurodiversity at work in the world: Temple Grandin Temple Grandin is a prominent American scientist and industrial designer with a specialty in agriscience and agriculture (Britannica, n.d.). She was born in 1947, was unable to talk at 3 years old, and “exhibited many behavioral problems” in her childhood. Later in her life, she was diagnosed with autism. At that time, it was common to place those with autism in institutions. However, her parents refused to do so and “instead sent their daughter to a series of private schools where her high IQ was nurtured.” Instead of stalling her growth in an institution, she graduated with a bachelor’s degree in psychology from Franklin Pierce College in New Hampshire, earned a master’s degree, and also earned her doctorate in animal science. According to Britannica, because of her thought patterns, behaviors, and autism diagnosis, she “possessed an awareness that intense fear, born of a hypersensitivity to sound and touch.” She has used this awareness to revolutionize the agricultural industries and alleviate the anxiety of those with autism and has also applied this understanding to the handling of animals in the livestock industry. She has given the agricultural community several innovations including nonslip entrances, solid false floors, and solid hold-down racks to “eliminate pain and fear from the slaughtering process” of livestock (Britannica, n.d.). Today she is an advocate for the autism community, has written several books, has been honored with a sculpture at the JBS Global Food Innovation Center on the Colorado State University Campus, has been named one of the top 10 college professors in the country, has been inducted into the American Academy of Arts and Sciences, and earned the Dole Leadership Prize (TempleGrandin.com). Elon Musk CEO of Tesla and SpaceX, Elon Musk, shared as he hosted Saturday Night Live in 2021, “I don't always have a lot of intonation or variation in how I speak ... which I'm told makes for great comedy. I'm actually making history tonight as the first person with Asperger's to host SNL…” He jokingly explains “I won’t make a lot of eye contact with the cast tonight. But don’t worry, I’m pretty good at running ‘human’ in emulation mode… Look, I know I sometimes say or post strange things, but that’s just how my brain works. To anyone who’s been offended, I just want to say, I reinvented electric cars, and I’m sending people to Mars in a rocket ship. Did you think I was also going to be a chill, normal dude?” (Berman, 2021). According to Autism Speaks, Asperger’s generally involves difficulties with “social interactions, restricted interests, desire for sameness, distinctive strengths, hypersensitivities to sensory, difficulty with conversation and nonverbal communication, uncoordinated movements or clumsiness, anxiety, and/or depression. Asperger’s is also associated with several strengths including a “remarkable focus and persistence, aptitude for recognizing patterns, and attention to detail” (AutismSpeaks, n.d.). Elon Musk has used the skills associated with his diagnosis to benefit his business. For example, his “remarkable focus and persistence” might be an explanation for his ability to live at his Tesla factory, “fixing robotics as needed late into the night and sleeping under his desk in order to meet the company’s ambitions production goals” and prove profitability. Although his dedication to his work at times concerned those around him, his dedication, high attention, and persistence could be considered an advantage potentially stemming from his character and diagnosis with Asperger’s (Zeetlin, 2021). Mohamud There are a variety of individuals that are part of the neurological diversity and disability community that have made great impacts in their places of work. Consider Mohamud, from Puget Sound Personnel. Mohamud has been a Safeway Courtesy Clerk since 2009. He is said to “offer the brightest smile in Seattle.” So much so that customers “ask for him by name to assist them to their cars after he is done bagging their groceries.” He helps escort “the elderly and disabled to their vehicles and returns their motorized carts to the store when finished.” He also quickly responds to clean-up calls and is a “reliable, punctual, and driven” employee. According to Puget Sound Personnel, “Mohamud loves his position at Safeway and is excited to continue working there for many years to come” (Pugest Sound Personnel, n.d.) Why invest in neurodiversity? Now that we have an understanding of what neurodiversity is, let’s examine why business leaders should invest in neurodiverse strategies. Corporate social responsibility One of the many reasons why employers should invest in neurodiversity is the corporate social responsibility they have towards the communities they serve. Investopedia defines corporate social responsibility as “a self-regulation business model that helps a company be socially accountable to itself, its stakeholders, and the public.” Companies that are socially responsible are “conscious of the kind of impact they are having on all aspects of society, including economic, social, and environmental” (Fernando, 2022). By hiring individuals with disabilities and/or neurological differences, businesses can improve the communities around them and the lives of those hired. According to the U.S Bureau of Labor Statistics, 10.1% of persons with a disability were unemployed. This is about “twice as high as the rate” of unemployment for those without a disability. For those employed, having a job can improve their social life by giving them the “opportunity to be part of a team, make new friends, and engage in workplace activities.” It also allows them to gain more skills, make a difference in the lives of those around them, offer them the chance to achieve financial independence, and increase their emotional wellbeing (Parsons, 2020). All of these benefits can have a positive cascading effect on the societies and culture around a corporation. By investing in the quality of life that those with neurological differences and disabilities have, not only are corporations providing opportunities for them, but they are also providing opportunities for their families, friends, and potentially caregivers to achieve increased independence, confidence, and emotional wellbeing. Benefits to workplace innovation and productivity As seen in the examples of the neurodiverse population above, it is clear that those with differences in their abilities and neurological makeup can be excellent team members and employees. According to Deloitte Insights, “one big benefit of an inclusive work culture is that it fosters diversity of thought, different approaches to work, innovation, and creativity” (Mahto et al., 2022). Researchers Timo Lorenz, Nomi Reznik, and Kathrin Heinitz from the Free University of Berlin found that those with autism are associated with “certain strengths and abilities… such as logical reasoning or attention to detail” and that through these strengths, they are “able to find different effective solutions to overcome the barriers detaining them from entering the job market.” They conclude that these findings indicate that those with autism are not “ill or disordered, but rather capable individuals with certain ‘hidden’ potential” (Lorenz et al., 2016). In short, a neurodiverse workplace gives way to diverse perspectives and ideas. Research from Cambridge University states that “neurodiverse people possess useful talents and are capable of functioning productivity in organizations.” Because of the skills and talents the neurodiverse population has, some neurodiverse employees can “do valuable work for which others lack patience or similar ability.” Researchers also indicated that managers of neurodiverse populations have to “shift their thinking toward designing customized working conditions that maximally activate individual talents; and this thinking, if generalized to all employees, results in great productivity per employee and in aggregate” (Krzeminska et al., 2019). According to Harvard Business Review, when neurodiverse teams are hired, teams are 30% more productive than those without neurodiversity (Austin & Pisano, 2017). The innovation and productivity that a neurodiverse population affords employers can give corporations a competitive advantage against the competition without neurodiverse workforces. Better representation of customer consumer bases Research from Cambridge University points out that many businesses who employ neurodiverse populations “cite public relations and marketing advantages that follow from perceptions that a company is ‘doing good’ (Krzeminska et al., 2019). Deloitte Insights points out that today’s “organizations are under pressure to integrate a diverse workforce…” (Mahto et al., 2022). It has been estimated that 15-20% of the population is neurodiverse (Doyle, 2020). By employing those who are a part of the neurodiverse community, business leaders can more accurately represent the populations their goods and services are being sold to. This can help with decision-making, advertising, and customer relations. Increased pool of job candidates A key challenge that employers face is the Great Resignation and difficulties hiring new employees. With the neurodiverse population ripe with untapped potential, neurodiverse individuals “could be an integral part of the solution” by helping “employers turn the tide on the current labor shortage” (Mahto et al., 2022). As discussed previously, the U.S Bureau of Labor Statistics states that neurodiverse individuals or individuals with disabilities experience “twice as high as the rate” of unemployment than those without a disability (2022). Furthermore, 85% of people with autism are considered “unemployed,” compared to 4.2% of the overall population (Mahto et al., 2022). Deloitte Insights shares that many organizations are recruiting “directly from a set of colleges and universities that have few or no neurodivergent candidates” and that “only when they cannot find matching talent directly that they partner with employment support agencies to source neurodivergent talent.” By incorporating schools that have programs for neurodivergent individuals into the search for job candidates, employers can increase their pool of qualified applicants. By adjusting recruitment and hiring strategies, business leaders can widen their pool of job candidates and include those with neurodiverse backgrounds. Companies with neurodiverse policies One of the best ways to examine neurodiversity in the workplace is by reviewing the success that others have achieved with neurodiverse policies. All of the following examples of neurodiversity in the workplace are from an organization called EARN (Employer Assistance and Resource Network on Disability Inclusion) which seeks to advance workforce diversity. Consider the examples below. Best Buy: Powering Inclusion and Retention Through Training By specializing in training for managers and staff, employers and customers on the autism spectrum were made to feel more welcome and included. According to EARN, “In January 2011, FACE partnered with the Autism Society of Minnesota and members of Best Buy's corporate training team to develop a comprehensive eLearning course to educate employees on ways to ensure autistic employees and customers feel welcomed and included.” After creating a training software application, “Best Buy management felt” that their investment “yielded a tremendous return on investment” and employees who completed the training “learned to recognize certain behaviors that coworkers or customers may exhibit as part of being on the autism spectrum and work with them more effectively.” CVS Health: Focusing on Employee Support During the COVID-19 Pandemic CVS, the winner of the Excellence in Disability Inclusion Award, has an Employee Assistance Program that has helped employees “adjust to changes in their personal and professional lives resulting from the Covid19 pandemic.” This program includes mental health counselors that are available 24/7 to “support employees and their families members experiencing feelings such as stress, anxiety, or depression.” They found that this not only benefits employees but had a positive impact on “corporate culture.” they also implemented an HR hotline for HR-related questions “including leaves of absence, work from home, and other policies.” They also offered a variety of other resources to employees such as bonuses, a remote working tool kit, transitional assistance, sick leave, and financial grants. The variety of tools CVS provided allowed employees who are neurotypical and neurodiverse to best meet their needs as an employee. How to invest in neurodiversity Because of the benefits neurodiversity has on innovation, productivity, customer relations, social responsibility, and hiring processes, it is important to examine how business leaders can invest in neurodiversity. Implement policies and procedures that support neurodiversity Employers that implement “awareness training” for all employees within an organization make those who are neurodiverse feel respected and welcomed. Furthermore, employers can also implement “information resources for all staff, mentoring, self-help groups, workplace assessments, and where necessary the use of a specialist advisor who would be available to neurodivergent individuals as well as their line managers” (Bewley & George, 2016). Employers can also clearly state in their employee handbooks the importance that neurodiversity plays in their organization. Hiring and recruitment processes Application process To further reduce the barriers to job entry for neurodiverse individuals, employers are recommended to reevaluate their hiring and recruitment processes. For example, instead of having online applications without spell and grammar checking software, “online applications with spelling and grammar checking software can reduce barriers for dyslexia and accommodate those who find computer-based communication easier” (Bewley & George, 2016). Offering multiple application methods is also ideal as it would allow applicants to choose the application method that best suited them (Bewley & George, 2016). Recruitment and screening As discussed previously, many employers are failing to recruit job applicants from colleges that have specific services for those who are neurodiverse (Mahto et al., 2022). Businesses can also hire third-party services that work with those who have disabilities or are part of the neurodiverse population. Furthermore, when screening job applicants, it is important to consider the impact that AI hiring systems can have on neurodiverse populations. If an AI machine is created only with neurotypical input, it can have a bias toward neurotypical job applicants (Mahto et al., 2022). It is also recommended that interview processes are examined and adjusted to “focus on the skills needed on the job to keep the conversation closer to reality.” Some organizations are even asking how job candidates would like to be interviewed and offering “trial work periods” that give applicants an opportunity to demonstrate skills" (Mahto et al., 2022). Supporting those who are neurodiverse in your workplace Because it is estimated that 15-20% of the population is neurodiverse, employers should consider how they are supporting the employees they have that are neurodiverse (Doyle, 2020). Sensitive awareness According to Bewley and George, “problems with under-performance amongst employees with neurological conditions seemed most likely to arise where managers were not aware of their condition, or where the person’s job-role changed” (2016). In organizations with good policies and procedures for those with neurological differences, managerial awareness of neurological differences can help managers best suit an employee’s workplace and resources to best fit their needs. Bewley and George recommend that “there is a need to be sensitive and conscience of whether the employee needs guiding towards a particular resolution, or would want to have an input into this process themselves” (2016). It is recommended that “clear communications on both the individual’s strengths and weaknesses” is used to help employees with neurodiverse backgrounds (Bewley & George, 2016). Although awareness of an employee’s neurodiverse background can be helpful to managers and “prevent many performance issues” with those with neurological differences, they might hesitate to disclose their diagnosis for fear of stigma. Because of this, it is important that there is a business-wide standard of acceptance of those with neurological differences and that there is no tolerance of the treatment of neurologically diverse individuals in any way that would “limit their career prospects" (Bewley & George, 2016). Flexibility, inflexibility, tolerance, and compassion At its core, developing a workforce that is neurodiverse requires flexibility, inflexibility, tolerance, and compassion. Flexibility in work schedules allows those with neurological differences to “take time off for therapy appointments and self-care” (Mahto et al., 2022). Businesses can be flexible in how they make use of “an individual’s abilities” resulting in gains “for both employees and employers” (Bewley & George, 2016). For some individuals with neurological differences, a set schedule is preferred. Some neurological conditions are associated with a preference for repetition and predictability. Having a workplace that can accommodate both of these needs can be beneficial for those with neurological differences. Additionally, an atmosphere of tolerance and compassion for mistakes, learning periods, and needs can also help those with neurological differences feel more comfortable sharing what resources can make them more successful (Bewley & George, 2016). It is also recommended that “neurodivergent employees should also be given a sufficient amount of time to get used to adjustments before any further performance management is initiated” and that organizations should make use of “HR specialists… before they initiate performance management procedures” (Bewley & George, 2016). Connect with organizations that support neurodiversity initiatives Below we share some of the organizations that work with employers and prospective employees within the neurodiverse community. EY: Using a Collaborative Approach to Accommodate Interns with Disabilities The organization EY uses several key strategies to ensure that employees and internship opportunities are inclusive. They use a “consultative approach to respond to accommodation requests from interns and employees.” In their approach, they have learned three key lessons. First, it is vital that employers and employees have “an extensive conversation about any tasks or office structures that will require an accommodation.” Secondly, it is important to acknowledge accommodation requests and “work to address the challenges early on in the internship” or employment. Lastly, it is also important that employers and employees “collaborate to find the right solution that improves work performance.” EY also has an Abilities Strategy Leader who works with interns and employees who require accommodations in a variety of ways. One way she helps these employees “is by talking with them about how to communicate with co-workers about their disability if needed.” EY has also “created several tools for employees with disabilities on communicating with co-workers including a discussion protocol for employees who are deaf or hard of hearing and a handbook for working with non-visible disabilities.” Chronically Capable Chronically Capable works with job seekers who have chronic illnesses and disabilities to “remove the fear and stigma of living with chronic illness or disability from the hiring process.” They provide job seekers with “hand-picked jobs for every ability” while working with organizations that offer “flexible and remote work opportunities from a range of industries.” They also offer job seekers a community of professionals living with chronic illness or disability which has events, resources, and a 24/7 private forum. When working with employers, Chronically Capable gives employers access to “research, unique insights, and tailored recommendations” for their business, direct hire placements based on applicants' “accommodation, needs, and work experience,” and access to federal tax credits “for employers hiring individuals who have consistently faced significant barriers to employment.” Neurodiversity Hub Neurodiversity Hub works to support the untapped talent in the neurodiverse community. They offer neurodivergent students “programs, skills, and experience” that helps them prepare for the workplace. They also offer neurodiverse students assistance in “obtaining work experience and internship” while increasing their “overall employment opportunities.” The Neurodiversity Hub also works with potential employers, offering them a “pipeline of neurodivergent talent, that are typically creative, quickly learned, task-focused, attention-to-detail oriented, or problem solvers.” They also give employers access to training in “how to work more effectively with neurodiverse people, including employees, customers, and supplies”, increase the “scale and sustainability for neurodivergent employment”, and “reduce the costs of recruitment, assessment, on-boarding, and support.” The Neurodiversity Hub has a variety of “partners, employers, universities, and service providers that support and contribute to programs” which include Cornell University, Carnegie Mellon University, IBM, and Deloitte. Main Takeaway As business leaders examine the diversity of their workplaces, it is important that employers examine the neurological diversity of their workplace. Employers who invest in neurodiverse strategies are improving their corporate social responsibility, benefiting their business’ innovation and productivity levels, and leading employees who are a better representation of their consumer base. Employers interested in establishing neurodiversity programs within their workplaces are encouraged to implement policies and procedures that support neurodiversity, reexamine the hiring process, and find new ways to support current employees with neurological differences. References Autism Speaks. (n.d.). What Is Asperger Syndrome? https://www.autismspeaks.org/types-autism-what-asperger-syndrome. Baumer, N., MD, & Frueh, J., MD. (2021, November 23). What is neurodiversity? Harvard Health. https://www.health.harvard.edu/blog/what-is-neurodiversity-202111232645. Berman, M. (2021, March 18). Elon Musk’s Asperger’s Syndrome. MedPage Today. https://www.medpagetoday.com/popmedicine/celebritydiagnosis/92658. Bewley, H., & George, A. (2016, September 1). Neurodiversity at work | Acas. Acas Working for Everyone. https://www.acas.org.uk/neurodiversity-at-work-report#4.-discussion. Britannica. (n.d.). Temple Grandin | Biography, Books, & Facts. Encyclopedia Britannica. https://www.britannica.com/biography/Temple-Grandin. Chronically Cabaple www.wearecapable.org. Doyle, N. (2020). Neurodiversity at work: a biopsychosocial model and the impact on working adults. British Medical Bulletin, 135(1), 108–125. https://doi.org/10.1093/bmb/ldaa021. EARN. (n.d.-a). Best Buy: Powering Inclusion and Retention Through Training. https://askearn.org/employerprofile/best-buy-powering-inclusion-and-retention-through-training. EARN. (n.d.-b). CVS Health: Focusing on Employee Support During the COVID-19 Pandemic. https://askearn.org/employerprofile/cvs-health-s-focus-on-employee-support-during-covid-19-pandemic. EARN. (n.d.-c). EY: Using a Collaborative Approach to Accommodate Interns with Disabilities. https://askearn.org/employerprofile/ey-uses-collaborative-approach-to-accommodate-interns-with-disabilities. Fernando, J. (2022, March 7). Corporate Social Responsibility (CSR) Definition. Investopedia. https://www.investopedia.com/terms/c/corp-social-responsibility.asp. Krzeminska, A., Austin, R., Bruyère, S., & Hedley, D. (2019, September 9). The advantages and challenges of neurodiversity employment in organizations | Journal of Management & Organization. Cambridge Core. https://www.cambridge.org/core/journals/journal-of-management-and-organization/article/advantages-and-challenges-of-neurodiversity-employment-in-organizations/E00D823A30F04CA4EA502014329C1CE9. Lorenz, T., Reznik, N., & Heinitz, K. (2016). Neurodiversity and Work. Free University of Berlin. https://doi.org/10.13140/RG.2.2.23658.52168. Mahto, M., Hatfield, S., Sniderman, B., & Hogan, S. K. (2022, January 19). A rising tide lifts all boats. Deloitte Insights. https://www2.deloitte.com/us/en/insights/topics/talent/neurodiversity-in-the-workplace.html?id=us:2ps:3gl:gdadi22:dein:cons:030822:neurodiversity%20at%20work:b:c:kwd-417832949731&gclid=CjwKCAjwlcaRBhBYEiwAK341jawZBA1NOyLwCVvi6kKOnI2QBSbQIqucSH0E_YMNe5ozDQ21498EGxoC56wQAvD_BwE. Neurodiversity Hub www.neurodiversityhub.org. Parsons, C. (2020, April 28). How employment helps people with disability. Advanced Personnel Management. https://apm.net.au/individuals/disability-employment-services/health-and-disability/how-employment-helps-people-with-disability-12383e03. Pisano, G. (2017). Neurodiversity Is a Competitive Advantage. Harvard Business Review. https://hbr.org/2017/05/neurodiversity-as-a-competitive-advantage. Puget Sound Personnel. (n.d.). Success stories about people with disabilities in the workforce served by Puget Sound Personnel (PSP). https://www.pspwork.com/SuccessStories.asp#. TempleGrandin.com. (n.d.). Welcome to Temple Grandin’s Official Autism Website. Temple Grandin. https://www.templegrandin.com/templehome.html. The University of Washington. (2016). Disability Stigma and Your Patients [Factsheet]. Aging Well with a Physical Disability Factsheet Series. Healthy Aging & Physical Disability RRTC, http://agerrtc.washington.edu. U.S. Bureau of Labor Statistics. (2022, February 24). Persons with a Disability: Labor Force Characteristics Summary - 2021 A01 Results. https://www.bls.gov/news.release/disabl.nr0.htm#:%7E:text=Unemployment%20The%20unemployment%20rate%20for,for%20those%20without%20a%20disability. Zetlin, M. (2021, May 16). Elon Musk Just Revealed He Has Asperger’s. Here’s How It Makes Him Different. Inc.Com. https://www.inc.com/minda-zetlin/elon-musk-aspergers-snl-saturday-night-live-monologue.html Copyright © 2022 by Arete Coach LLC. All rights reserved.

Episode #1078: In this episode of the Arete Coach Podcast, Brent O’Bannon, an International Coaching Federation (ICF) Master Certified Coach (MCC), Executive Coach, GALLUP Certified Strengths Coach, Workplace Training Coach, Human Potential Expert, Keynote Speaker, Amazon #1 Best-Selling Author, and CEO of Strengths Champion Solutions, discusses the power of focusing on strengths versus weaknesses and the difference between therapy and coaching. During the conversation, additional topics are discussed including Brent’s books, Selling Strengths and Balance Matters, the importance of addressing emotions and listening, and Brent’s goal to help his clients “grow stronger, work smarter, and live richer.” About Brent O’Bannon Brent O’Bannon is an International Coaching Federation (ICF) Master Certified Coach (MCC), Executive Coach, GALLUP Certified Strengths Coach, Workplace Training Coach, Human Potential Expert, Keynote Speaker, Amazon #1 Best-Selling Author, and the CEO of Strengths Champion Solutions. Through Brent’s expertise as an executive coach and human potential expert, Brent helps businesses, leaders, teams, and organizations achieve excellence. Brent’s vision is to champion strengths for global excellence by training 10,000 Strengths Champion Certified coaches. Brent has facilitated more than 27,000 one-to-one coaching sessions and has spoken more than 700 times to over 350 organizations. Brent has been coaching for over 28 years and he uses his background as a Licensed Professional Counselor, EAP Consultant, Master Certified Coach, his MBS in counseling psychology, and GALLUP Strengths Coach certification as a source of wisdom and insight to help his clients “grow stronger, work smarter, and live richer.” Key highlights Defining the difference between therapy and coaching Timestamp 03:45 Prior to entering the executive coaching field, Brent served in ministry and helped others as a counselor. After deciding to shift careers and begin coaching, Brent needed to change the way that his community saw him and his services. He chose to no longer accept insurance as an executive coach and also outlined in his coaching contract that he was not providing therapy. However, while he draws the line between coaching and counseling very clearly in his coaching, Brent does use his skills as an LPC (Licensed Professional Counselor) when doing “employee assistance program training.” To focus on your strengths Timestamp 11:58 One of Brent’s personal mantras is “what if we focused on what is strong versus what is wrong with us?” Brent shares that when people focus on their strengths, they grow stronger. In growing stronger, they also acknowledge what weaknesses they have and can identify themselves as “flawsome,” meaning that they can embrace and recognize their flaws while still believing that they are awesome “even with those faults.” After becoming stronger and identifying strengths and weaknesses, individuals with a strengths focus can then apply these strengths to their careers. Brent explains that learning and applying strengths is “like a rocket going to the moon,” in terms of helping people excel in their careers. Powerful questions and reflection Timestamp 23:41 In Brent’s coaching, he likes to use questions unique to the strengths of each client. For example, if a client has positivity as a skill, he will ask “what would a fun strategy be to you for life balance?” If a client has a strength in context, Brent might ask, "what is an example of a success story from your past that energizes you?" Another strategy that Brent uses in his coaching includes reflecting his client’s quotes back to them. Brent shares an example of a client who had an employee who was “driving” them “crazy.” During the coaching session, Brent told this client, “you’re driving me crazy!” Brent’s client looked at him “and burst out laughing.” He explains that “she had this mindset shift… Now she’s seeing herself in the shoes of the other person that was driving her crazy.” Handling emotions as an executive coach Timestamp 31:12 When asked what current practices in coaching are misused or untrue, Brent explains that while there is a difference between executive coaching and therapy, many coaches tend to be “too intellectual” and fail to allow “the emotions to come up appropriately in the coaching sessions.” Brent also states that sometimes people in the coaching field are actually better at consulting or speaking. He explains that “when really you're the one that likes telling the stories all the time, maybe [coaching is] not a good fit for you. So instead of trying to call yourself a professional coach, call yourself a consultant because I know many people who call themselves a coach and they don't know how to ask good questions. They don't know how to listen well, and a true professional coach listens deeply.” Moving beyond the models Timestamp 35:48 Additional advice that Brent has for being a high-impact executive coach is to move beyond the mental models of coaching. He shares that sometimes coaching will go outside the model and that it’s important for coaches to stay present, be in the moment, and stay grounded. Brent states that “learning how to be authentically you, with your own strengths, and your own way of being is important.” Money mindset Timestamp 44:42 When asked about Brent’s earliest time when money was important to him, Brent shares his “money mindset” journey. He shares that in his early 20s he didn’t know he could be entrepreneurial, but that his money mindset has grown since then. Severin shares his own experience in learning how to price his services early in his career. When asked about tips he would have for those looking to expand their money mindset, Brent shares the importance of reading books, listening to podcasts, and discussing with others topics regarding money. He also notes the importance of investing in his own skill development. He states that “when I started paying more for my own coach and I started paying more for other services to train and develop, I think that's when my money mindset took a big leap… I can give that value and be paid well because I know what it's like to value someone else's work and pay them well." Finding the balance Timestamp 51:59 Brent shares that “well-being” is very important to him in terms of finding the balance between his personal life and career. He explains that “putting your oxygen mask on first is something” he “learned the hard way.” Early in his career, he learned the importance of investing in his relationships with others as well as taking care of his own body. He shares “I could not be playing the long game in a career without putting the oxygen mask on first. And to me, that is something very important for a lot of us in the work world.” 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.

Is your coaching career safe from the effects of a potential lawsuit? It is estimated that more than “40 million lawsuits [are] filed every year in the United States” (OneLegal, 2019). Lawsuits cost both the plaintiff and defendant greatly. Not only do they take up valuable time, but they can also cost thousands of dollars in legal fees, fines, and travel costs (CaliforniaBusinessJournal, n.d.). In the words of Janet Malcolm, “a lawsuit is to ordinary life, what war is to peacetime.” Lawsuits can pose financial hardships for coaches and create challenges for future success and client acquisition. To mitigate the risk of a lawsuit and the damage they cause, coaching contracts are highly encouraged. This insight article dissects why executive coaches should invest in coaching contracts and what leading coaching organizations recommend when drafting them. *In this article, we do not provide legal advice. Rather, we surface key items to discuss with your own legal advisors when drafting or enhancing your coaching contracts. Benefits of a coaching contract “Where there’s a will, there’s a lawsuit.” - Addison Mizner Legal protection Well-made and clearly defined coaching contracts protect executive coaches from potential lawsuits. By clearly stating the roles, expectations, and potential outcomes associated with executive coaching before starting a coaching relationship, executive coaches reduce their risk of being sued for false advertising, failing to deliver a return on investment, breach of contract, or various forms of tort (Kornblet, n.d.). Executive coaching contracts give both coaches and clients a reference point of what services the coach will provide and what role the client will have in the coaching relationship. By using contracts as a reference point, executive coaches can (i) ensure they provide the agreed upon services and, (ii) have comfort in the protection that contracts provide in the case a coaching client does not actively participate in the coaching process. “Clarity and simplicity are the antidotes to complexity and uncertainty.” - General George Casey Clarity Coaching contracts clarify the “coaching relationship, process, plans, and goals…for the overall coaching engagement as well as those for each coaching session” (ICF, n.d.). According to the International Coaching Federation (ICF), coaching contracts clarify what “is and is not appropriate in the relationship, what is and is not being offered, and the responsibilities of the client and relevant stakeholders” (ICF, n.d.). A key area where defining what “is and is not,” is the difference between coaching and counseling—a common misconception amongst potential coaching clients. By using a coaching contract, executive coaches can correct misconceptions about what the potential client may gain through coaching. Coaching contracts clarify the purpose of the executive coaching relationship and prevent any potential misconceptions between the coach and the client. Legitimacy and trust By having a coaching contract, executive coaches—especially those new to the coaching industry—legitimize their coaching practice and build trust with prospective clients. By contracting specific services, explaining how ROI will be measured, and having clear guidelines, executive coaches send the message that they are professional, organized, precise, dedicated, and trustworthy (Zhou, 2021). Furthermore, research from Malhotra and Murnighan indicates that contracts increase interpersonal trust (2002). Having a coaching contract starts the coaching relationship on the right foot and builds a foundation of legitimacy and trust. What should be included in a coaching contract In order for a coaching contract to be effective and beneficial in the ways discussed above, it must be carefully created. The International Coaching Federation (ICF), International Association of Coaching (IAC), and European Mentoring and Coaching Council (EMCC) all have recommendations for executive coaching contracts and code of ethics. Below we examine what each of these leading organizations includes in their contracts and code of ethics. “It is impossible to unsign a contract, so do all your thinking before you sign.” - Warren Buffett ICF: Sample Coaching Agreement The ICF has an “ICF Sample Coaching Agreement.” In the sample contract, they have categories that review the: definition of coaching, coach-client relationship, services the coach will provide, schedule and fees, coaching procedures, confidentiality, information release, cancellation policies, record retention policies, termination, limited liability, entire agreement, dispute resolution, severability, waiver, applicable law, and binding effect. The ICF states that their sample guide is “intended to serve as a reference or guide only” and that they recommend working with “your legal counsel for additional input.” IAC: Code of Ethics The IAC has several categories within their “code of ethics.” They include general standards of their coaches including ethics code, law, professional relationship, competence, expertise, services, respect, discrimination, harassment, conflict, progress, misuse of coaches’ influence or work, conflict of interest, bartering, exploitative relationships, referrals, third-party requests, delegation, records, fees, accuracy in reports, and referral fees. They also have sections regarding advertising, the coaching relationship, privacy and confidentiality, coaching training, and coaching research and publishing. Their code of ethics covers all the bases of their coaching services and those who coach within their organization. EMCC: Global Code of Ethics for Coaches & Mentors The EMCC’s global code of ethics consists of 4 key sections: terminology, working with clients, professional conduct, and excellent practice. They cover topics such as context, contracting, integrity, confidentiality, inappropriate interaction, conflict of interest, termination, reputation, equality and diversity, breaches of professional conduct, legal obligations, ability to perform, ongoing supervision, and continuing development. EMCC: Contracting Guidance The EMCC created the “Contracting Guidance” document to cover the “key ingredients of a good contracting conversation when internal coaches are engaging with their clients.” They explain that their suggestions “are not intended to be prescription but are the sorts of things that could be covered.” Their suggestions are organized into 2 sections: roles and responsibilities and the process of coaching. Within the roles and responsibilities section, the coach’s obligations, client’s obligations, sponsor’s obligation, confidentiality, boundaries, and the global code of ethics are included. Their second section about the process covers the meeting with the coach, client, and sponsor as well as the coaching approach and methodologies that plan to be used. Common themes in coaching contracts Common themes in all of the above coaching contracts and code of ethics include: (i) defining the coaching program, methods, and process, (ii) setting expectations for the coach and client, and (iii) outlining termination policies, conflict policies, confidentiality, and fees. Most importantly, these leading organizations utilize sections within their coaching agreements. Fielder and Starr of The International Journal of Coaching in Organizations support this organization method and state that “coaching is complicated” and that “there are many parts which when summed produce the whole.” Because of this, when constructing a contract, coaches and their legal teams should “identify the parts” of their coaching practice and list them in “categories” (Fielder & Starr, 2008). A note on professional liability insurance Like many professionals in service industries, professional liability insurance can be a form of legal protection against legal claims of “negligence, malpractice, or misrepresentation” (Kagan & James, 2021). Because executive coaches have the power to make massive impacts on businesses ranging from small businesses to billion-dollar enterprises, it is wise to protect one’s coaching practice from claims of coaching negligence or malpractice. For information on what forms of liability insurance are best for your specific coaching needs, please consult with your financial advisor and/or your preferred insurance professionals. Creating your coaching contract When creating your coaching contract, we highly recommend working with your own legal advisors—keeping the resources discussed above in mind as a reference point. “The first law of business: make the rules or your rivals will.” - G Richard Shell *In this article, we do not provide legal advice. Rather, we surface key items to discuss with your own legal advisors when drafting or enhancing your coaching contracts. References CaliforniaBusinessJournal. (n.d.). Lawsuit Basics: How Much Does It Cost to Sue Someone? https://calbizjournal.com/lawsuit-basics-how-much-does-it-cost-to-sue-someone/#:%7E:text=It’s%20difficult%20to%20come%20up,will%20be%20much%2C%20much%20higher. EMCC. (n.d.). Ethics – EMCC Global. European Mentoring & Coaching Council. https://www.emccglobal.org/leadership-development/ethics/. IAC. (n.d.). Ethics. International Association of Coaching. https://certifiedcoach.org/about/ethics/. ICF. (n.d.-a). ICF Sample Coaching Agreement. International Coaching Federation. https://coachfederation.org/app/uploads/2017/11/SampleCoachingAgreement.pdf. ICF. (n.d.-b). The Gold Standard in Coaching | ICF - Core Competencies. International Coaching Federation. https://coachingfederation.org/core-competencies. Kagan, J., & James, M. (2021, May 28). What Is Professional Liability Insurance? Investopedia. https://www.investopedia.com/terms/p/professional-liability-insurance.asp. Kornblet, S. (n.d.). How Coaches Get Sued. . .and How to Protect Yourself. Destination Legal. https://destinationlegal.com/blogs/resources/how-coaches-get-sued-and-how-to-protect-yourself. Malhotra, D., & Murnighan, J. K. (2002). The Effects of Contracts on Interpersonal Trust. Administrative Science Quarterly, 47(3), 534–559. https://doi.org/10.2307/3094850. Montemarano, A. (2020, February 21). When Life Coaches Get Sued - Amy Montemarano. Medium. https://amymonte.medium.com/when-life-coaches-get-sued-b6c7d3af515e. OneLegal. (2019, April 3). Top court filing statistics from around the country. One Legal. https://www.onelegal.com/blog/top-court-filing-statistics-from-around-the-country/. Zhou, L. (2021, December 9). How to Create a Coaching Contract in 2022. Luisa Zhou. https://www.luisazhou.com/blog/coaching-contract/#why. Copyright © 2022 by Arete Coach LLC. All rights reserved.

Episode #1077: In this episode of the Arete Coach Podcast, David McKnight, an Associate Certified Coach (ACC), Executive Coach, Image Consultant, Personal Brand Strategist, Energy Leadership Master Practitioner, Change Management Specialist, Speaker, and Author of The Zen of Executive Presence, sheds light on his time in the fashion and management industries, and his transition to coaching and image consulting. Continue reading for insight into the makeup of one’s personal brand and the importance of executive presence. About David McKnight David McKnight is an Associate Certified Coach (ACC), Executive Coach, Image Consultant, Personal Brand Strategist, Energy Leadership Master Practitioner, Change Management Specialist, Speaker, and Author of The Zen of Executive Presence. He has helped leaders from Verizon, Goldman Sachs, American Express, Spotify, and many other leading brands. Through his work, he has been featured in the New York Times, New York Post, the Huffington Post, and Inc Magazine. David is the CEO of McKnight Image Lab where he provides a unique combination of image consulting and executive coaching. Through McKnight Image Lab, David helps professionals transform their professional presence, personal brand, performance, effectiveness, and productivity. Before starting McKnight Image Lab, David was an Image Consultant within the fashion industry and Management Consultant for companies such as EY, PricewaterhouseCoopers, and E Loyalty. With his experience, David has combined his love for style with his corporate knowledge and started helping business leaders through executive coaching and image consulting. Key highlights The three pillars of image consulting Timestamp 10:12 In David’s image consulting practice, he focuses on three core pillars: professional image, executive presence, and personal brand. David explains that a professional image is how people perceive you. This can be influenced by how you dress and other forms of nonverbal communication. Executive presence is how one presents themselves as a leader. Personal branding is “a collection of images that you communicate to people over time.” It includes interactions, visual assets, online presence, and even how you dress. Personal branding communicates who you are and what your business is about over time. David’s six-step process Timestamp 20:49 David uses a six-step process in his coaching and image consulting. His first step is assessing the current personal brand. Second, he defines and creates a new personal brand. Then he works with his clients to identify the three pillars of their brand. The fourth step is updating accounts and online presence. Next, David works with his clients to “leverage and tap into” their network. He helps them build relationships and identify opportunities for growth. Lastly, David helps his clients promote themselves and their businesses. “Evergreen content” Timestamp 35:24 When writing his book, David focused on creating “evergreen content” which he defines as “intellectual property that can really stand the test of time.” Sometimes he calls this a “power asset” and encourages clients to use this as a way to open up new doors of opportunity. He explains that for “evergreen content” to be impactful, it must be “unique,” “ownable,” and “something that other people can’t replicate.” Moving towards your fear Timestamp 40:56 When asked how he continues to grow and develop as a coach, David shares that he always works to move towards his fears. He explains, “I think we all have certain things that scare us a little bit. It’s important to move toward them, not away from them. I also try to seek out bigger challenges, greater challenges, just in terms of complexity or opportunity or what have you.” Sayings and guiding principles Timestamp 47:21 David has two guiding principles that he has learned throughout his coaching career. The first comes from his own coach, “you have to say ‘no’ to grow.” He learned this after becoming overwhelmed with his work because he always said “yes” to new projects and opportunities. His second guiding principle is that “growth and comfort cannot coexist.” 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.

A recent article from the Harvard Business Review has drawn attention to the increasing demand for CEOs with “strong social skills,” also referred to as “soft skills” (Sadun et al., 2022). The Great Resignation, mental health challenges, expansion of artificial intelligence and automation, and challenges managing the new remote workforce, all require a specific set of skills called soft skills. These skills help leaders communicate and lead others more effectively in changing and challenging situations, much like today’s economy and workplace. In response to this increasing demand and need for soft skills, we examine what soft skills are, their benefits, and how they can be further developed for executives and coaches alike. “Soft skills get little respect, but will make or break your career.” - Peggy Klaus What are “soft skills”? Investopedia defines soft skills as “character traits and interpersonal skills that characterize a person’s relationships with other people… Soft skills have more to do with who people are, rather than what they know.” They explain that soft skills “help employees interact with others and succeed in the workplace.” Some examples of soft skills include: Communication Ability to mentor Leadership Negotiation Ability to follow instruction Time management Integrity Dependability Open-mindedness Teamwork Creativity Problem-solving Critical thinking Adaptability Organization Willingness to learn Self-direction Drive Conflict resolution Dependability Enthusiasm Patience Growth mindset Optimism Cooperation Attention to detail Results-oriented Work ethic (Kenton & Kindness, 2021), (Indeed, 2022) It is important to note that this is not an exhaustive list of soft skills. Instead, this is a generalized list of examples. There are a vast variety of soft skills, and any skill that helps an individual collaborate, listen to, communicate, build relationships with, and lead others is considered a soft skill. Furthermore, unlike hard skills such as data mining, programming, and mobile development, soft skills are not gained solely through career education (Indeed, 2022). “Soft skills have more to do with who we are than what we know.” - Marcel M. Robles The need for soft skills Current challenges Why are soft skills in high demand? Since the COVID-19 pandemic, there have been a variety of changes and challenges faced by executives. The Great Resignation has both economic and social effects. Economically, higher wages are available to those looking for new jobs due to labor shortages. Socially, many employees have embraced the remote work lifestyle and its flexibility. When being called back to the office, many have resigned to look for more flexible work opportunities that offer greater work/life balance (Sorensen, 2022). The mental health crisis also has an influence from both the economic (stress from inflation etc.) and social (effects of isolation and social unrest) perspectives as well (Sorensen, 2022). Learning to manage the quickly evolving workplace requires skillful leadership and enhanced communication skills as leaders and employers learn to communicate across virtual and hybrid arrangements. When leading amidst these changes that have complex and often social roots, extra importance is placed on the use and development of soft skills. “Communication–the human connection–is the key to personal and career success.” - Paul J. Meyer Demand for communication According to Axios Markets, “CEOs are increasingly expected to respond to not just shareholders and board members, but employees, customers, the public at large, regulators, activists, and more.” This increased responsibility for public communication increases the need for soft skills such as “self-awareness,” empathy, and active listening (Peck, 2022). According to Harvard Business Review, executives must be able to “brief analysts, woo asset managers, and address the business press” (Sandun et al., 2022). For example, consider the open letter of criticism made by SpaceX employees regarding Elon Musk’s “public behavior and tweeting” (Mac, 2022). While some of these employees were ultimately terminated, their letter of criticism calling Elon Musk’s behavior “a frequent source of distraction and embarrassment” was circulated and made public (Mac, 2022). Challenges like this require a public response which can be treacherous territory for those without communication skills. Additionally, the increased need for communication skills also increases as companies grow into larger enterprises. For executives and business leaders to be effective in leading large enterprises, they must be able to “effectively orchestrate internal communication” between the various departments of their company (Sandun et al., 2022). Artificial intelligence According to McKinsey & Company, “social, emotional, and technological skills are becoming more crucial as intelligent machines take over more physical, repetitive, and basic cognitive tasks.” With the increasing use of artificial intelligence to fulfill labor shortages and reduce production costs, the inabilities of artificial intelligence have come into the limelight in some sectors. In a recent publication from the Harvard Business Review, Bhaskar Chakravorti explains that AI-powered Covid predictors “landed with a thud” and that their “predictive performance was weak in real-world clinical settings.” Presently, artificial intelligence does not often have the soft skill of critical thinking. Consider the following headline: “AI Camera Ruins Soccer Game For Fans After Mistaking Referee’s Bald Head For a Ball.” After moving away from “human camera operators” and to “cameras with in-built, AI, ball-tracking technology,” soccer game viewers were left with a repeated view of the referee’s head and some even claimed that “they missed their team scoring a goal” (Felton, 2020). The AI programming used interpreted the round shape of the referee’s head as a soccer ball. Unable to use human critical thinking, the AI program was not able to self-correct during the course of the game, leaving viewers with less than satisfactory game footage. Artificial intelligence is run on algorithms and data. Human critical thinking is based on lived experiences, understandings, culture, and a variety of other factors. While AI can be beneficial for repetitive, physical, and basic cognitive tasks, the demand for more complex skills not applicable to AI such as “social and emotional skills,” creativity, complex communications, relationship building, and other “higher cognitive skills” are increasing in demand (McKinsey & Company, n.d.). In other words, according to McKinsey & Company, “employees must fine-tune the social and emotional abilities machines cannot master” (Avrane-Chopard et al., 2019). Benefits of developing soft skills There are various benefits to having leadership and employees with soft skills. As discussed previously, those with advanced soft skills such as communication and critical thinking can fill labor gaps left by AI technology. Many features of a desirable workplace culture also closely involve soft skills. For example, “an emphasis on servant leadership” is a soft skill that can ignite “employees’ intrinsic motivation,” and help leaders transition from a “command-and-control leadership style to a more agile, consultative, and collaborative stance” (Bachmann et al., 2021). Gallup states that “thriving workplaces depend on the sorts of interpersonal skills these soft skills represent” (O’Keefe & Hickman, 2019). Having these soft skills can help leaders communicate effectively with employees in the changing workplace (Peck, 2022). Another area in which soft skills have importance is in communicating a businesses values and vision—something that consumers and employees alike are increasingly demanding (Peck, 2022). Having soft skills exercised, developed, and strengthened can protect employees, shareholders, executives, and CEOs from the consequences of poor company-to-consumer communication. “The future belongs to those who learn more skills and combine them in creative ways.” - Robert Greene How can we develop soft skills? According to McKinsey & Company, developing soft skills “isn’t as simple as popping in a training video. Instead, companies must change their employees’ processes and behaviors—a much harder task” (Avrane-Chopard et al., 2019). This difficulty applies to the individual seeking to develop his soft skills as well. Behavioral change is not often completed and solidified after a single training session and instead requires continuous improvement, growth, and investment. Assessment “Assessment is an important first step” in developing soft skills (Avrane-Chopard et al., 2019). However, due to the nature of soft skills, this can be difficult to systematically measure. McKinsey & Company recommend equipping HR departments with “a framework that codifies soft skills and defines their respective evaluation criteria” (Avrane-CHopard et al., 2019). Within an executive coaching session, it can be useful to discuss what soft skills are and then encourage self-reflection on what soft skills need to be developed. The following questions for consideration are customized to the coaching scenario from Indeed recommended interview questions that assess soft skills. How have you led others through challenging situations in the past? What was your method? Was it effective? How could it be improved? Do you feel rushed? What is your time management strategy? Is it working for you? How do you communicate with others when giving direction, instruction, or opinion? How do others respond to your communication? How do you know this? Can your communication be improved? If so, what areas of your communication do you want to improve? What is your reaction to change? Do you embrace change or avoid it? What might your business be like if you embraced change? How do you respond when conflict arises? Walk me through a recent conflict you experienced. How did this go for you? How could it have improved? When making an important decision what goes through your mind? Are you quick to make decisions? Do you avoid making decisions? If so, why? How important is learning to you? How do you continue to learn? Share with me the last time you did something new. What steps did you take to ensure success? How do you view failure? Where do you think you learned to see failure like this from? (Indeed, 2022). Gallup recommends examining the following “broad categories or ‘dimensions’” of soft skills: motivation, work style, initiation, collaboration, and thought process (O’Keefe & Hickman, 2019). There are also a variety of tools that can be useful when examining soft skills such as science-based self-assessments and 360-degree feedback reports (Rockwood, 2021). Use of a variety of learning tools McKinsey & Company states that enhancing soft skills “requires blended learning journeys that mix traditional learning, including training, digital courses and job aids, with nontraditional methods, such as peer coaching” (Avrane-Chopard et al., 2019). While soft skills are typically hard to measure because of their nature (i.e. you can’t mathematically measure your success when handling a specific conflict), they can be improved upon over time. As stated by the Society of Human Resource Management, “teaching someone how to be more patient, a better team player, or more innovative may not follow a predetermined formula, but it can be done” (Rockwood, 2020). Training courses can be an education tool giving greater insight into the importance of specific soft skills. Coaches can then use these training courses as springboards for new goal developments with their clients, ultimately putting into action what was trained and taught. If an assessment was used prior to working on developing a specific soft skill, that assessment can be reevaluated or retaken to assess potential improvements. Other learning tools can be implemented that are soft skills specific, such as exercises that work on communication skills or listening skills. However, when choosing a training program, it is important to choose one that is “flexible, shorter, and more frequent” according to Liz Cannata, VP of HR for CareerBuilder (Rockwood, 2021). “A minute’s success pays the failure of years.” - Robert Browning Valuing failure One way to foster the growth of soft skills is by creating an environment “where it’s OK for employees to make mistakes and be vulnerable” (Rockwood, 2021). This is also true for the coaching situation. When individuals are able to bring their mistakes and vulnerabilities to the table in the workplace or in a coaching session, are likely to be “happier, more creative, and more innovative” according to a 2020 Yale University Study (Rockwood, 2021 & Ivceciv et al., 2020). By valuing failures, coachees gain the opportunity to work towards their goals over long periods of time, further increasing their soft skills. The journey of building soft skills The journey towards strengthened soft skills is not a straightforward one and is dependent on the preferred learning styles and behavior of those working to develop their soft skills. The key is to assess the current development of soft skills, create goals for soft skill development, implement a variety of training and learning resources, value and learn from failures, and understand that it takes time to develop these soft skills and that the journey is never truly over. The main takeaway Soft skills are becoming an increasingly important characteristic for executive coaches and all other levels of business to develop. Soft skills represent a variety of skills, characteristics, and behaviors that help individuals work with others, lead others, and complete complex tasks in the workplace. These skills include communication, conflict resolution, time management, and critical thinking among others. As the current workplace continues to change in the post-pandemic environment and communication from businesses to communities is becoming increasingly important, it is beneficial for those at all levels of business to invest in soft skills. While there are a variety of training modules and resources available for developing soft skills, it is important to first assess the current strength of one's soft skills, implement a variety of tools and experiences customized to the individual over a long period of time, and understand the importance of valuing failure. Executive coaches can walk alongside their clients through this long process, helping them create and achieve their soft skills goals. This ultimately helps their businesses, their leadership, and their teams thrive. “In a high-IQ job pool, soft skills like discipline, drive, and empathy mark those who emerge as outstanding.” - Daniel Goleman References Avrane-Chopard, J., Potter, J., & Muhlmann, D. (2019, November 11). How to develop soft skills. McKinsey & Company. https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/the-organization-blog/how-to-develop-soft-skills. Bachmann, H., Beattie, K., Stefanini, P., & Welchman, T. (2021, September 23). Banking on the ‘soft stuff.’ McKinsey & Company. https://www.mckinsey.com/business-functions/transformation/our-insights/banking-on-the-soft-stuff. Chakravorti, B. (2022, March 17). Why AI Failed to Live Up to Its Potential During the Pandemic. Harvard Business Review. https://hbr.org/2022/03/why-ai-failed-to-live-up-to-its-potential-during-the-pandemic. Felton, J. (2020, October 29). AI Camera Ruins Soccer Game For Fans After Mistaking Referee’s Bald Head For Ball. IFLScience. https://www.iflscience.com/ai-camera-ruins-soccar-game-for-fans-after-mistaking-referees-bald-head-for-ball-57628. Indeed. (2022a, May 25). Soft Skills: Definitions and Top Examples. Indeed Career Guide. https://www.indeed.com/career-advice/resumes-cover-letters/soft-skills. Indeed. (2022b, June 22). 10 Soft Skills Interview Questions and Answers. Indeed Career Guide. https://www.indeed.com/career-advice/interviewing/soft-skills-interview-questions. Ivcevic, Z., Moeller, J., Menges, J., & Brackett, M. (2020). Supervisor Emotionally Intelligent Behavior and Employee Creativity. The Journal of Creative Behavior, 55(1), 79–91. https://doi.org/10.1002/jocb.436. Kenton, W., & Kindness, D. (2021, December 13). Soft Skills. Investopedia. https://www.investopedia.com/terms/s/soft-skills.asp. Mac, R. (2022, June 17). SpaceX Said to Fire Employees Involved in Letter Rebuking Elon Musk. The New York Times. https://www.nytimes.com/2022/06/17/technology/spacex-employees-fired-musk-letter.html. O’Keefe, S., & Hickman, A. (2019, October 9). The Hard Truth About Soft Skills in the Workplace. Gallup. https://www.gallup.com/workplace/267254/hard-truth-soft-skills-workplace.aspx. Peck, E. (2022, June 16). CEO recruiters increasingly prize soft skills. Axios. https://www.axios.com/2022/06/16/ceo-recruiters-increasingly-prize-soft-skills. Rockwood, K. (2021, May 28). The Hard Facts About Soft Skills. SHRM- The Society of Human Resource Management. https://shrm.org/hr-today/news/hr-magazine/summer2021/pages/why-soft-skills-are-important.aspx. Sadun, R., Fuller, J., Hansen, S., & Neal, P. J. (2022). The C-Suite Skills That Matter Most. Harvard Business Review. https://hbr.org/2022/06/the-c-suite-skills-that-matter-most. Sorensen, S. (2022a, March 18). Resource Guide for Managing Stress in Troubled Times. Arete Coach. https://www.aretecoach.io/post/resource-guide-for-managing-stress-in-troubled-times. Sorensen, S. (2022b, April 23). The Great Resignation: Fact vs. Fiction. Arete Coach. https://www.aretecoach.io/post/the-great-resignation-fact-vs-fiction Copyright © 2022 by Arete Coach LLC. All rights reserved.

Episode #1076: In this episode of the Arete Coach Podcast, guest Mary O’Sullivan, a Professional Certified Coach (PCC), Executive Coach, HR & Management Consultant, EQi-2.0 and EQ360 Practitioner, Speaker, and Author, shares her journey from corporate America to coaching, working for Raytheon and other industrial companies, insights from her books Ponderings of a Corporate Refugee and The Leader You Don’t Want to Be, the impact emotional experience can have on everyday performance, and pricing executive coaching services. About Mary O’Sullivan Mary O’Sullivan is a Professional Certified Coach (PCC), Executive Coach, HR & Management Consultant, EQi-2.0 and EQ360 Practitioner, Speaker, and Author. Through her company, Encore Executive Coaching and HR Consulting, Mary helps her clients improve their communication skills, demonstrate positive and assertive behavior, master their emotional intelligence, and address workplace harassment, diversity, and other moral issues. Before entering the consulting, training, and coaching industry, Mary held a variety of leadership positions in organizations such as Raytheon, Lockheed Martin, and General Electric. Mary is an International Coaching Federation (ICF) Professional Certified Coach (PCC) as well as a Certified Emotional Intelligence Practitioner. Mary graduated from the University of Texas with a certificate in Executive and Professional Coaching. In 2015, she published her book Ponderings of a Corporate Refugee and in 2021, published The Leader You Don’t Want to Be. In addition to her publications, Mary’s work has also been published in Rhode Island News Today and Rhode Island Small Business Journal. Along with her coaching, consulting, and publications, Mary is a public speaker with wiseHer where she helps women start, build, and grow their businesses and rise higher in their corporate careers. Through her work, Mary received Providence Business News’ Women in Business Honoree for Achievement in 2020 and an “Entrepreneurial Women to Watch” Award Honorary Mention by Rhode Island Small Business in 2016. Key highlights Being strategic Timestamp 05:50 Reflecting on her early career with Raytheon, Mary shares that “a lot of success is based on who you know.” Because of this, she was strategic and made sure that she knew “people who were in decision-making positions” as mentors and advocates within Raytheon. She explains that “the greatest takeaway” for her was “how to solidify relationships with influencers, influential people that could make things happen” for her and her career. In light of these learnings, she recommends that individuals who are working to develop their career further should “form those alliances with influencers and also form some alliances with senior women.” She also explains that “women think that if they work really hard, that’s going to be their ticket to the C-Suite and that is not true.” Instead, she encourages working strategically beyond “the menial” tasks and strategic thinking to directly help their organization’s bottom line. Finding the perfect mix between HR and Executive Coaching Timestamp 19:22 In Mary’s coaching practice, she also serves her clients as an HR Consultant. She explains that in her coaching sessions, she will pause and say, “listen, I’m putting on my HR hat now, and here’s the way HR sees what you’re doing…” Because of her previous experience in HR, she can share with her clients the ins-and-outs of HR and how to use HR effectively within their organization. Mary then shared a story of a client who had a difficult employee who would refuse tasks for five years. In discussing this situation with her client, she was able to help them effectively use their HR department to solve the problem. As a coach, Mary will ask questions such as “what’s important to you about this employee, or how do you think you might best serve this employee?” As an HR consultant, Mary is able to get to the root of the challenge and give her clients direction from her own knowledge and experience. Ponderings of a Corporate Refugee and The Leader You Don’t Want to Be Timestamp 29:10 Mary has published two books: Ponderings of a Corporate Refugee and The Leader You Don’t Want to Be. In her book, Ponderings of a Corporate Refugee, Mary shares “the employee’s perspective of what happens in big corporations.” In her book, The Leader You Don’t Want to Be, Mary explains that the leaders who “show the most humanity and the most empathy and the most humility are the best leaders.” In this book, she shares stories of leaders “that missed the mark” and then provides “a solution” for “how they could have done better.” She takes insight from her practice and experience coaching and consulting for both of her books. Pricing and presentation Timestamp 42:14 When asked “what is a lesson you’ve learned recently that you wish you’d learned earlier on?,” Mary shares that she has learned to be “less hesitant about asking” for her price. She explains that, “if you want to be a professional, you have to present yourself as completely professional… the most important part of coaching is not to be afraid of being a professional.” Severin relates to this and states that “the market will tell you if your rate is too high” and that “when you know that you are adding value, you don’t have to discount.” The future of executive coaching Timestamp 44:37 In the future of executive coaching, Mary believes that “the coaching industry has to be better regulated.” She explains that there are “too many people out there… that don’t have any credentials” and that coaching should be “regulated by the States.” Severin adds to this and states that “in order for there to be malpractice, there need to be standards and there needs to be research-based work.” In terms of artificial intelligence, Mary believes that “AI is a poor substitute for a human being” however, “it might help as an adjunct to personal professional coaching.” She views AI as a potential enhancement, but not a replacement for the role of an executive coach. 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.

In May of 2022, Sequoia Capital released an important and timely presentation titled, “Adapting to Endure.” This presentation examines the current economic market and reviews strategies that business leaders and executive coaches can benefit from. According to Sequoia, the current market is “a Crucible Moment, one that will present challenges and opportunities” alike. This insight article examines key insights and takeaways from Sequoia Capital’s presentation that leaders and executive coaches can apply to their businesses. The big picture One section titled, “The Macro Environment,” covers the COVID-19 fiscal mandates, federal mandates to control inflation, and COVID-19 impacts on capital. COVID-19 fiscal mandates During the pandemic, “governments around the world” delivered “extraordinary fiscal and monetary stimulus to fill a massive demand hole created by the pandemic.” In light of the pandemic, treasury securities, mortgage-backed securities, and other funds were greatly inflated. These factors “helped prevent… severe recession”. However, this was not without consequences. According to Sequoia “this liquidity creation manifested itself in bottlenecks and distortions throughout the real economy, leading to supply chain challenges and price pressures as demand overwhelmed supply.” Inflation has continued and “accelerated since early 2022,” aided by the war in Ukraine. Furthermore, Sequoia indicates that “5-year forward inflation expectations are at the highest levels in decades.” Governmental control of inflation Since September of 2021, the Forward Rate Expectations have multiplied by 10. Sequoia shares that due to high rates of inflation and a “sub-4% unemployment” rate, the perception of the Federal Reserve was that it was “underperforming.” They share that the current trends of the Federal Reserve imply “an abrupt increase in the cost of money and tightening of economic conditions.” They also state that this implies the Federal Reserve is “planning to shrink its balance sheet—further contracting liquidity in the system.” Current stance of capital: the warning signs A key change of significance in the current market is that previously, “when capital was free, the best-performing companies were capital consumptive” and “as capital has gotten expensive, these have become the worst-performing companies.” With the market pivoting dramatically after COVID-19, what was once the “best-performing assets” (e.g. biotechnology) are now “the worst-performing assets.” Sequoia warns that “market indicators, including broader equity prices, high yield spreads, and the yield curve are beginning to flash warning signs of further economic deterioration… so it might not just be a question of valuations resetting.” In the current economy, the effects of increasing money costs are beginning to flow through, impacting the economy as a whole. For example, “public markets are already anticipating a severe slowdown in housing activity with homebuilders down 30% from their highs.” The public market Nasdaq drawdowns and reduced training Sequoia states that “we are experiencing the 3rd largest Nasdaq drawdown in 20 years.” They state that “61% of all software, internet, and fintech companies are trading below pre-pandemic 2020 prices.” Furthermore, a third of companies “are trading below COVID-19 lows.” Many are even trading below the period of fear during March 2020. While Federal assistance allowed the market to bounce back, now that “free money” is being removed, the market is facing extreme changes. Reevaluating growth, profitability, and cheap capital According to Sequoia, “growth at all costs is no longer being rewarded.” They explain that with the “macro uncertainty around inflation, interest rates, and war, investors are looking for companies that can produce near-term certainty” and “de-prioritizing and paying up less for growth.” Investors are aware of, and acknowledge, the turning tides in today’s economy. As a result, they are looking for “companies with profitability” today. Instead of “growth at all costs,” Sequoia recommends investing in “durable growth with improving profitability” in the medium to the long-term range. Furthermore, Sequoia states that “unlike prior periods, sources of cheap capital are not coming to save the day.” Questions to consider What are the key marketplace indicators for your business? How often do you examine the current trends in the marketplace? Should you examine these trends more often? How does your business value growth? Are you growing too fast or too slow? Surviving today’s marketplace Sequoia outlines 6 main sources of pain for the current economy: the pandemic, too much stimuli, war, supply chain issues, QE drug, and inflation. In facing these challenges, Sequoia acknowledges that “recovery will be long.” But what business will survive these challenges and fluctuations in the marketplace? Adaptability, speed, and choices For businesses to survive the current market conditions, businesses “must be adaptable.” Sequoia points to a quote from Charles Darwin which states, “it is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.” While adaptability is important, it is also important for business leaders to move quickly. According to Sequoia, “companies who move the quickest have the most runway and are most likely to avoid the death spiral.” They recommend doing cut exercises in preparation for when cuts are necessary and state that in “2008 all companies that cut were efficient and better” off. Both adaptability and speed require good decision-making. Decision-making during times of high stress can benefit from previous planning and contemplation. Seek the opportunities ahead It is important to keep in mind that marketplace difficulties can be used as an opportunity. Sequoia offers a quote from Ayrton Senna, “You cannot overtake 15 cars in sunny weather… but you can when it’s raining.” So take advantage of the turbulent times and use them intentionally as springboards for new areas of growth in your business. Questions to consider Are you adaptable? Is your business adaptable? What does adaptability mean to you? Do you avoid making decisions? How has this affected your business or life? What is your decision-making process? When facing challenges do you see opportunities or failures? What is your initial response to challenges? Beyond surviving…thriving Rising victorious What if business leaders saw turbulent marketplaces as not only a season to survive but a season to thrive, rise victoriously, and win? Sequoia states that companies with founders and CEOs who “face reality, adapt fast, and have discipline rather than regret” are more likely to “emerge stronger” than those businesses without such leaders. Sequoia believes that “the one who wins is the one most prepared” not the one with the most capital. Prepare to win: mind, team, and company Sequoia outlines three ways that business leaders can prepare their businesses for economic downturn: “prepare your mind, prepare your team, prepare your company.” In order to prepare your mind, you must “confront your reality,” “confront your fear” to prevent “spinning into a negative cycle,” hold “courage over fear,” and view the crisis as an opportunity. To prepare your team, business leaders are encouraged to “start with why, reaffirm your mission/values, showcase your leadership, align your team, and ask for commitment.” To prepare your company, Sequoia recommends having a “cash & cash flow” report and claims that this report has “helped” Sequoia “through the 2008 downturn.” Secondly, they recommend examining the “financial degrees of freedom.” These degrees of freedom are listed below: Best: earn more from customers Good: improve your unit economics Ok: cut excess If necessary: raise equity or debt, even if it is expensive Sequoia also recommends concentrating investments in the future of your business while focusing “on the most important and leveraged investments.” Lastly, they recommend having viewing constraints in light of creativity. This can be done by thinking in terms of “and” instead of “either/or.” They state that “when you recognize your constraints, you can focus more on coming up with a better solution than throwing money at the problem.” Questions to consider How have you prepared yourself, your mind, and your thought processes to face challenges ahead? What is your reality? What are you most afraid of? What is your biggest goal in life and in business? How do you show courage in the face of adversity? How can you choose positivity over fear? What is your business's “why”? How do you share that with your employees? Are your employees aware of their “why”? How have you prepared your company for the marketplace challenges ahead? How can you better prepare them? Lessons in leadership There are specific strategies leaders can use to lead during times of economic downturn and challenges. Sequoia has four ideologies and several leadership principles they recommend to business leaders. Four ideologies “Change is inevitable. Growth is optional.” - John C. Maxwell: Business leaders must choose to grow despite of, and through, the inevitable changes to come. “Wishful thinking is a waste of time. Don’t sit around talking about ‘the good ole days’ with the hope they’ll return.” Business leaders must face their reality and make strategic decisions instead of wishing for the “good ole days.” “This is the age of instability where managing change is everyone’s job. Think of it as your personal assignment” “If the world outside your company is changing faster than the world inside your company, the end is near.” Businesses are subject to the marketplace and macro economies that they are a part of. By acknowledging this, business leaders can make better decisions and stay on pace or ahead of marketplace changes. Leadership principles Sequoia outlines what they call the four C’s, “communication with conviction with confidence with calmness.” They also recommend that leaders be authentic and human and have a balance of optimism and realism. They also share several strategies that can help business leaders lead more effectively in uncertain times. They advocate for simplicity over complexity, speed, focusing on talent, seeking alignment, and tightening up value propositions or solving real problems. Lastly, they share two methods of leadership that can have an impact on leadership and teams: push and pull leadership. They explain that pulling leadership is “inspirational” and can help teams “get alignment on mission and values.” Then they explain that pushing leadership is primarily “motivational.” Sequoia recommends that business leaders combine “both motivational and inspirational” leadership strategies depending on the current moment. Questions to consider When you hear the word “change,” what do you immediately think or feel? Are you primarily a motivational or inspirational leader? How can you blend these types of leadership? How are your communication skills? Which of the 4 C’s could use improving? Looking ahead Sequoia states that while the marketplace is wrought with challenges, they still believe that “the best, most ambitions, most determined” businesses “will use this moment to rise to the occasion and build something truly remarkable.” However, this success will depend on “making hard, decisive choices—confronting uncomfortable challenges.” By encouraging business leaders to examine their “crucible moment,” sequoia hopes to shift the mindset of business leaders to strategic decision making. For an in-depth economic review of Q2 2022, we recommend tuning into Arete Coach Podcast’s Episode #1069 with Severin Sorensen. References Sequoia Capital. (2022, May). Adapting to Endure. https://content.fortune.com/wp-content/uploads/2022/05/Adapting_to_Endure_May_2022.pdf. Sraders, A. (2022, May 25). Read Sequoia’s 52-page presentation which cautions founders of a ‘crucible moment’ and a ‘longer recovery’ ahead. Fortune. https://fortune.com/2022/05/25/sequoia-capital-slide-dek-warning-to-founders-downturn/. Copyright © 2022 by Arete Coach LLC. All rights reserved.

Episode #1075: In this episode of the Arete Coach Podcast, Ken Stibler, an Executive Coach, Executive Advisor, Vistage Master Chair, International Speaker, and CEO, discusses his transition from basketball—where he coached and led the 1982 College of Charleston Men’s Basketball Team to victory in the NAIA National Championship—to executive coaching. As we dive into Ken’s experiences, we learn about the parallels between coaching basketball and businesses, the importance of moving from “me” to “we,” the best questions and tools for business owner accountability and employee engagement, and the similarities and differences between the DiSC and StrengthsFinders assessments. About Ken Stibler Ken Stibler is an Executive Coach, Executive Advisor, Vistage Master Chair, International Speaker, and CEO. Ken began his career as a high-impact leader by coaching the 1982 College of Charleston Men’s Basketball Team to victory in the NAIA National Championship. His business and consulting career spans 30 years in the energy, telecommunications, athletics, automotive, and insurance fields. In a variety of top leadership roles for public and private companies, Ken has directed multimillion-dollar P&L responsibilities—leading thousands of people and over 25 M&A transactions. Today, Ken serves as a catalyst for change as a Vistage Master Chair, the CEO of Strategic Integration Services, and a renowned international speaker. Leveraging his extensive management experience, he advises over 100 CEOs and business leaders across many sectors in all different aspects of business. His impact on business leaders and their businesses is evident in the success that they've had. For example, 28 of his clients that he's coached have gone on to win the Top 100 or Best Place to Work awards and 18 of his clients have earned Inc. 5,000 Fastest Growing Company awards. Ken himself is a two-time recipient of the Vistage Star Award in 2018 and 2020, a two-time recipient of the Vistage Top Speaker Award, and an award-winning distributor of Wiley Publishing's DiSC assessments. More recently, Ken was honored as a Top 10 Speaker and finalist in a Speaker of the Year Award in 2021. Key highlights Connecting the court to coaching Timestamp 08:35 When discussing Ken’s athletic coaching background, Severin asks “what did you learn from athletics that helps you in leadership?” Ken shared that athletics is a “team sport.” Therefore, he had to “understand how to share.” He also explains that there is discipline involved in athletics, which is key to being a great leader. After discussing his journey to basketball coaching, Severin asks “would you rather coach a team of good players that play as a team or a team with an individual contributor who’s a high point scorer?” In response, Ken shares that the word “team stands for together everyone achieves more.” He explains that in business and coaching it’s good to have “some high scorers every once in a while” however, teams can go farther than great individuals on their own. From “me” to “we” Timestamp 13:54 When reflecting on sayings and mantras in his youth, Ken shares that when he “was first in business.. it was all about [him].” He explains that he was “selfish” and identified himself as “the guy that was going out alone and doing things on [his] own.” Over time, however, Ken changed, and “instead of dealing” he started “nurturing.” He shares that “instead of me, it became we.” Severin responds and shares that “by helping others succeed, we go much further… it’s moving to living a life of significance.” Ken goes on to distinguish that “success is what you do for yourself and significance is what you have an opportunity to do with others.” Rules for being amazing Timestamp 20:02 One of Ken’s powerful peer group activities is an exercise he calls “rules for being amazing.” In this exercise, he asks clients and peer group members, “if I worked for your firm, what are the rules for being amazing for your firm?” He will also ask, “what are the rules for being amazing to being a member in this group? What about for you individually?” Ken will do this exercise on a regular basis with his groups and clients. Ken also shares what his rules are for being an amazing Vistage Chair. His rules for being amazing include “risk more than is required. Learn more than is normal. Be strong. Be kinder than expected. Show courage. Shatter your limits. Read, excel, love and lead. Speak your truth. Love your value. Stay humble. Laugh, cray, innovate, and simplify. Adore mastery. Aim for genius, but act now. Release mediocrity. Deliver more than is needed. Transcend your fears. Exude your passion. Dream big, but start small. Don’t stop. Inspire others by your bigness. Go change the world.” Comparing DiSC from StrengthsFinder Timestamp 32:15 Ken frequently uses DiSC and StrengthsFinders in his coaching and consulting. He explains that DiSC is from Wiley and has a variety of programs within its program. This assessment “is a tool that measures communication style and preference.” StrengthFinders “measures your natural talents and skills” so that they can be nurtured and built upon. Ken also shares that a new tool has been developed using this that identifies the top 10 skills of an individual and shows them how to “go from good to great.” Ken uses StrengthFinders in his coaching practice to “nurture the growth” of his coachees and clients, and help them achieve their goals. The big, hairy, audacious goal Timestamp 43:33 Ken shares that his “Big, hairy, audacious goal… is to really be able to influence somebody” to make positive changes in their lives, that have a positive influence on others as well. He states that by his positive influence on the lives of others “that’s really… how I’d like to be known. That I was able to influence somebody that went back and influenced a thousand more, that influenced a thousand more.” 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 #1040: Garth Jackson joins a high-impact and detailed conversation on the importance of living a balanced life, the changing workplace, and best practices for retaining employees. The discussion also reveals how Garth manages a high volume of one-to-one coaching sessions and maintains his successful virtual coaching practice, and how Severin Sorensen, host of the Arete Coach Podcast, manages remote workers and the policies he uses to do so. Join us as we dive into how you can encourage a balanced life and adapt to the changes of today’s workplace. About Garth Jackson Garth Jackson is a Vistage Master Chair, recipient of the Chair Excellence Award and Vistage Star Award, and owner of Jackson Business Management Services. Garth has been coaching with Vistage for over 14 years, while also coaching through Florida Business Management Services and his company Jackson Business Management Services. Garth started coaching virtually in 2012, and has continued to do so today. Before entering the executive coaching industry, Garth earned his MBA from Harvard Business School with honors and was the CEO of the largest orthopedic and neurosurgical practice in central Oregon, as well as President and CEO of Palmer Homes. Garth has a passion for helping CEOs and executives achieve life balance between their careers and home life. Helping CEOs be their best self, have their breakthrough moments, and achieve their goals, is central to Garth’s successful executive coaching program. Key highlights From CEO to executive coach Timestamp 03:22 Garth began his career as the CEO of various companies. Later on in his career, he decided to enter the coaching industry because he wanted to make an impact in others’ lives. Garth shares that he has been an executive coach longer than anything else in his career. He explains that being an executive coach has allowed him to be himself “for the first time” in his life as he no longer needs to have what he called the “certain face” of a CEO that refrained from sharing his personal life. Through his executive coaching practice, he has realized that “really what people want is the authentic Garth.” This authenticity has allowed Garth to excel in the executive coaching industry and 15-year career with Vistage. Live life balanced Timestamp 07:24 Garth’s mantra is “live life balanced.” He shares that he used to be a perfectionist and set his goals for perfection. Today he ensures one week a month of no work, to recharge and refresh after a busy month. Garth has developed this “live life balanced” mantra through the concept of understanding “what’s most important.” Garth invests his time only in things that truly matter and works hard at everything he does. Garth’s secret Timestamp 11:29 Garth’s high volume of one-to-one meetings is fostered by Zoom and other best practices he uses. Prior to COVID-19, Garth shared that “driving around town to people’s offices, while common,” was very distracting for his clients at times. Because of this, Garth started renting a table at a restaurant that each of his clients would visit one-by-one throughout the day. Today, Garth is transitioning to a totally virtual environment for his one-to-one coaching sessions. Severin agrees with the value of Zoom and how some CEOs are readily distracted when in their office. He also shares that some CEOs do not have genuinely private offices, so having a private conversation can be difficult. The genuine self Timestamp 14:30 A few reasons Garth has maintained his coaching career with Vistage is the variety of different coaches, different coaching styles, and different coach personalities. He shares that it is important for executive coaches to not be “pretenders” and to be their genuine self. Severin comments on Garth’s perspective and states that genuine character also allows for openness between a CEO and a coach. Garth attributes his ability to have five one-to-one conversations in a row to his genuine coaching. He looks forward to working with each of his CEOs and is able to be his genuine self the entire time. Corporate experience and coaching Timestamp 19:03 Severin asks Garth how his previous careers have helped him be a successful executive coach and for his perspective on the importance of executive experience. Garth explains his answer by defining the two skills of an executive coach: business skills and soft people skills. At the beginning of his career, Garth shares that he relied on his experience from different industries, but now his coaching is rooted in “soft leadership and management skills and being human as a leader.” According to Garth, his experience as a CEO “set a good platform” but his “human skills” needed to be developed further. The changing workplace Timestamp 25:01 In light of the COVID-19 pandemic, there have been many changes to the workplace of today. Garth shares that various social and political movements have challenged an organization’s social duties. Garth elaborates on how this can affect a company’s vision or purpose. The changes between the “boomer” and “millennial” generation are also discussed. Severin introduces the topic of “purpose-driven cultures” and explains DEI for the audience. Other changes that executives and their coaches face are questions about returning to the in-person work environment and the new “free agency of employment.” At the start of the COVID-19 pandemic, employees were reluctant to work from home, but now many are refusing to return to the workplace. Today’s CEOs and executives must consider how work from home employees can be managed and how having a soley in-person workforce can be a disadvantage for them in the hiring process. Hiring the best Timestamp 40:07 Severin shares a research study that focused on the cost of hiring the second-best employee for a job versus the best-fit job applicant. This study found that profit and productivity suffered when employees hired the second-best job applicant in order to save money on salary expenses. Severin shares that employees are using databases and conversations to analyze their rate of pay. Garth comments on the use of data for CEOs and says “the data isn’t good,” doesn’t represent what is going on “real time”, and can’t “give you a market feel.” While there will be some employee turnover, Garth recommends investing in the employees that a CEO already has “because if you lose those people, you’re done because you’re just going to have a bunch of newbies…” The “and” exercise and employee retention Timestamp 43:45 Severin and Garth practice the “and” exercise: an exercise that provokes thought between an executive coach and a client. Severin starts this exercise with the statement “so the goal is to retain our best employees, and I will do this by identifying who my best employees are today and their true contribution to the company and…” From here, Garth and Severin share ideas on how employers can retain their top-quality employees amidst the changing workplace. They discuss the importance of culture, proper compensation, and relationship building, among other things. In closing, Severin shares how his policies help him retain his remote employee in Texas. Avoiding distractions Timestamp 53:01 As Garth has transitioned to virtual coaching, he has noticed a wide variety of distractions. As a result, Garth has several best practices which help him avoid being distracted during coaching sessions. During the first few coaching sessions, both Garth and Severin will “walk the four corners of the office” with their new client, but afterwards they will transition to virtual coaching. This helps them see the dynamic of the office and have a greater understanding of their clients’ work environment. During virtual meetings, both Severin and Garth believe in the importance of being present and free from distractions. How are you? Timestamp 58:12 One of Garth’s favorite powerful questions to use in his coaching is “How are you?” Often, Garth’s clients will respond with the traditional “fine, doing well” answer. However, Garth will respond with “No, really. How are you doing?” Then his clients are able to open up and share their genuine thoughts and feelings. He will also ask them “What is your why?” This helps his clients reflect on where they are going and where they have been. A thriving legacy Timestamp 59:34 Garth wants to continue in his role as a Vistage chair for as long as he physically and mentally can. He shares his experience with Pat Hyndman, a legendary executive coach of 50 years. Garth asked Pat why he was attending a training after all of his experience and Pat said, “Because I learn something every time. I’m constantly learning.” Garth explains that what drives his coaching and gives him energy is the breakthrough he sees with his clients during every one-to-one session. Garth’s desire to help the CEOs and executives of today, his genuine personality, and authentic care have inspired him to continue pursuing a thriving legacy as an executive coach. Download the transcript Click here to listen to the podcast, or click below to view the podcast outline and transcript: Copyright © 2021 by Arete Coach LLC. All rights reserved.

Episode #1042: On this episode of the Arete Coach Podcast, we explore the importance of learning from failure. Severin Sorensen, executive coach and curator of the Arete Coach Podcast, reviews the research surrounding the importance of failure and highlights learnings gained as shared by previous guests on the Arete Coach Podcast. Learn from science and successful executive coaches worldwide on how to best embrace failure to achieve greater success. 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 Failure: the essential prerequisite for success Timestamp 03:38 Research has shown that “entrepreneurs with prior experience and failed businesses have a 7.4% higher chance of success” when starting a new business compared to those without any entrepreneurial experience (Gompers, 2006). Further research has also pointed to the importance of learning from failure as well. Researcher Yin and his team “found that not all failures lead to success” and that it was essential for individuals and groups to understand where they went wrong, why they failed, and correct themselves accordingly. Severin summarizes these findings by stating that “the key finding that separates the successful from the unsuccessful wasn’t the experience of failure, but how the group [learned] from their failure.” The impact of learning from failure Timestamp 06:40 Research from Shmeul Ellis and Inbar Davidi identified the importance of reflection on both failures and successes. When they compared two groups of Israeli Defense Forces, they found that soldiers who learned from both failures and successes performed better than those who learned only from success. Learning from failures, as well as successes, is vital to the development of “richer mental concepts” and greater understandings. Those who reject failure Timestamp 09:39 Severin states that, “rejection of failure is a rejection of a learning opportunity.” Those who reject failures are more likely to quit early in order to avoid experiencing and feeling failure. They may also refuse responsibility for their failures and blame others. Lastly, they are likely to make excuses when confronted about former failures. Those who accept failure Timestamp 12:58 Those who accept and learn from failure are more likely to be “creative” and “realistically optimistic.” Lastly, they are more likely to be self-confident. This helps them recover from failures and learn how to avoid similar mistakes in the future. Their creativity and realistic optimism helps them create new solutions from their failures and challenges while still maintaining the appropriate amount of optimism for new business ventures. Traits that assist with learning from failure Timestamp 15:30 There are several traits that can assist individuals in their desire to learn from failure. Firstly, grit can help individuals persevere through failures. Second, self-confidence helps individuals and business leaders have faith in their ability to achieve their original goals and their ability to learn from their previous failures. Third, humility can help individuals manage the feelings that come with failure and use failure as an opportunity to learn. This humility also helps individuals take responsibility for their failings, further supporting their opportunity to learn. React, reflect, respond Timestamp 17:45 There are three phases to learning from failure. The first is react. After experiencing failure, everyone has an initial reaction. This will mostly be an emotional response such as depression or grief, however it is important to move from this stage onto the next: reflection. The reflection stage of learning from failure is the stage where there is intentional thought about the source and cause of failure. This is where a plan for step three in the learning from failure response comes from. Lastly, individuals must respond to their failure. With each failure comes a chance to change action, establish new standards or routines, or create plans that avoid similar failures in the future. By walking through each step of the learning from failure process, business leaders can use failure to its full advantage, all the while gaining new insight for future endeavors. Learning from business and coaching experiences Timestamp 24:52 Severin reviews excerpts from previous episodes’ discussions on what guests have learned from previous failures. Each podcast excerpt shares the failures that each guest of the Arete Coach Podcast experienced and the learnings they gained from these failures. In these excerpts we learn the importance of always learning, experiencing failure, and the importance of exit plans. Learning from coaching failures Timestamp 43:40 Severin reviews excerpts from previous episodes’ discussions on what guests have learned from their own failures as an executive coach. Each excerpt explains the failure and how the guest on the Arete Coach Podcast learned from it. In these excerpts we get a glimpse at the power of learning from failure and the importance of handling conflicts of interest and understanding a client’s goals. 22 insights on learning from failures Timestamp 53:01 Severin shares 22 key insights that he has gained from his conversations with the many great guests on the Arete Coach podcast. Some key insights he includes in his summary include: The failure to learn from mistakes is a problem The failure to learn from the failures and success of others is a greater problem Not getting the right fit with new members and just filling seats is a problem Failure to challenge a client is a problem All of these insights have been discovered through conversations about past failures and point to the great lessons and knowledge that can be gained when we choose to learn from failure. Download the transcript Click here to listen to the podcast, or click below to view the podcast outline and transcript: Copyright © 2021 by Arete Coach LLC. All rights reserved.