Episode #1055: Severin Sorensen, host and curator of the Arete Coach Podcast, reviews current hiring challenges faced by businesses nationwide due to the lack of available labor and talent. While some call this phenomenon a “sansdemic,” “the demographic drought,” or “silver tsunami,” the overall phenomenon is a lack of workers in the workforce. Severin examines facts, research, and insights about the declining workforce, and provides recommendations for how to navigate hiring challenges—including his own hiring and recruitment strategies. About Severin Sorensen Severin Sorensen is a serial entrepreneur and lifetime learner with a passionate curiosity for people and businesses. Severin is the CEO of ePraxis LLC, a premier level retained search firm that provides executive headhunting, talent selection, and executive coaching. In addition to finding top talent, Severin has provided over 7,500+ hours of paid executive coaching to entrepreneurs, CEOs, Presidents, and C-level executives. Severin is an ICF ACSTH Certified Executive Coach, Certified Organizational Development Coach, Certified Life Coach, and Certified Positive Intelligence® Coach. Severin is the founder/producer of a new podcast, Arete Coach, that explores the art and science of executive coaching with some of the industry's best coaches. From 2010-2018 Severin was also a Vistage Chair where he coached three CEO and key executive groups. In 2011, Severin received the "Rookie of the Year Chair Award" from Vistage. Since 2013, Severin has added international speaking for Vistage, CEO conferences, executive peer groups, and corporations on the topic of identifying and hiring difference-making top talent. After graduate school, Severin moved to Washington, DC, where he worked on security-related economic and public policy issues that included a brief stint in The White House, as a Special Assistant to the President, for George H. Bush (POTUS 41). In 1994, Severin founded Sparta Consulting Corp., and Sparta provided world-class physical security and safety related management consulting services for public and private sector entities. From 1994-2002, Severin managed HUD's Crime Prevention Through Environmental Design technical assistance and training program. In 2005, Severin sold Sparta to Westec Interactive (Digital Witness), which was subsequently acquired by Interface Security. Severin, a native Californian, grew up in Salt Lake City, UT and graduated with honors from the University of Utah with Economics and Political Science degrees. He completed graduate studies in economics at King's College, Cambridge University (England), where he earned a M.Phil. degree in Economics. Severin has a great love and appreciation for sports, and while overseas, Severin rowed for the King's College Boat Club, and played basketball for the Cambridge University Basketball Team (1986-87). Key highlights The silver tsunami Timestamp 00:57 “COVID-19 has accelerated the pace of the forecasted silver tsunami; the age when baby boomers would withdraw from the workforce.” Severin discusses several sources who have pointed out the effects that COVID-19 has had on demographics within the workplace. For more information about the silver tsunami, otherwise known as the sansdemic, read our “Facing the New Sansdemic” insight article. Labor shortage insights Timestamp 05:11 Severin reviews key facts and insights regarding the labor shortage: There are more open jobs than there are people to fill them. According to the St. Louis Reserve (FRED), there are 35.8% more open jobs posted by companies than there are known available unemployed candidates to fill them. This alone points to the importance of “steal-away” hires. There are more baby boomers, and a few next-geners, who have decided to retire early and likely not come back to the workforce without increased pay and greater flexibility. Pew Research found that in Q3 2020, about 28.6 million baby boomers born between 1946 and 1964 reported that they were out of the labor force due to retirement. More recently, Pew Research reports that 40 percent of baby boomers are now retired. Not only are there fewer workers now, those who are in unemployment roles do not typically have the skilled knowledge employers need now. People who remain working, and are qualified, are in extreme demand—and they know it. The price for talented labor has climbed, just like real estate prices, largely because available skilled talent is unavailable and in high demand. Software indicates a surplus of available jobs compared to qualified job candidates. For example, in a recent search, it was found that of the 8,235 job listings for a Director of Engineering role, there were 282 qualified candidates. Knowledge workers have more information and insight on compensation than anytime before. For the mere price of sharing an email and personal compensation, candidates are receiving access to data that's helping them in the negotiations battle for wages. The free agent economy Timestamp 16:30 The decrease in available job candidates has increased the bargaining power of qualified candidates looking for employment. Severin states that “we are entering the free agent economy where highly valuable knowledge workers are worshiped and sought after like professional athletes.” Employees can now access compensation and salary information from a variety of companies from websites like levels.fyi. Severin reviews what information this website gives to its users and explains how it can be a powerful bargaining tool in wage negotiation and hiring processes. Employees are now a scarce resource in today’s marketplace. How to overcome the labor shortage Timestamp 20:33 Severin shares 20 strategies that business leaders should consider when working to overcome the challenges brought about by the labor shortage. For additional information about each one strategy, read our “20 Hiring Strategies to Find & Retain Talent and Overcome the Silver Tsunami” insight article. Focus on the Automation Imperative Evaluate the basket of goods you sell Look into outsourcing Determine geographical job requirements Use humans to recruit Increase pay for performance options Greatly speed up your hiring processes Actively manage your talent pool Use as many talent boards as you can Let AI tools work for you Reduce friction in your candidate selection process Define the hiring process Prevent regrettable and untimely departures Consider additional deferred compensation Advertise to the aging population Keep up with the latest research Hire employees who are already working Create a steal-away strategy Hire a headhunter or recruiting service Be patient Bonus: The art of the steal-away hire Timestamp 34:43 Severin shares his top 3 strategies he uses as a professional headhunter when conducting a “steal-away hire” or a recruitment from an outside company. These strategies include identifying top competitors and top employees, using bidders’ meetings, and placing strategic advertisements. 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 #1056: Tune into a conversation with Cristy Aphimonthol, an MCC, Executive Coach, Executive Master Coach (EMCC), Coachologist, Certified NeuroChangeSolutions Consultant, Executive Master Coach, and Founder of the Pink Lotus Foundation, as she shares the metaphor of the Lotus and its meaning in her organization, the Pink Lotus Foundation. In this episode, Cristy discusses her passion for service, helping others, lifelong learning, training, and facilitating. Join us in this episode of the Arete Coach Podcast for great insight into the makings of a great executive coach. About Cristy Aphimonthol Cristy Aphimonthol is an MCC, Executive Coach, Executive Master Coach (EMCC), Coachologist, Certified NeuroChangeSolutions Consultant, Executive Master Coach, and Founder of the Pink Lotus Foundation. Cristy provides executive coaching, training, and facilitating out of Thailand, and also coaches business leaders around the world with Marshall Goldsmith Stakeholder Centered Coaching and Coachology. Cristy is the Managing Director of Coachology, a team of professional coaches, trainers, and facilitators who are passionate about using proven coaching techniques from fields including psychology, quantum physics, and neuroscience to empower and inspire leaders and their organizations. In 2020, Cristy became a Certified NeuroChangeSolutions Consultant where she helps businesses and leaders by changing organizations “from the inside out.” Through her organization, the Pink Lotus Foundation, Cristy helps empower women and children through personal development. Cristy has also received her MBA with a focus on international trade and marketing from the National Institute of Development Administration. Cristy has a passion for helping others, being a lifelong learner, and serving those around her through her coaching knowledge and experience. Key highlights The right coachee Timestamp 02:35 Cristy believes that an executive coach can coach anybody, as long as the coach and the coachee have the right “chemistry.” Cristy ensures this in her own coaching practice by having a “chemistry session” with prospective coaching clients. In these “chemistry sessions” Cristy looks for “the willingness of the coachee” to learn and grow through the coaching process. “Ah-ha!” moments Timestamp 06:25 After Severin asked Cristy if she would share an “ah-ha” moment she had with a client, Cristy shares the story of a time she helped an executive by asking about patterns of behavior or potential causes of emotions she had noticed. After a short moment of silence, her client shared that her strained relationship with her own father was influencing the way she saw others. From that point on, Cristy was able to help her change her client’s approach to others. Severin also shares a story of an “ah-ha” moment he had when he learned that his coachee’s behavior was learned from his father as well. A heart of service Timestamp 13:38 When asked about her entrepreneurial roots, Cristy shares that as a child, she would sell the fruit her mother cooked at school. With her earnings, she set out to buy something special for her mother because “she cared for others before herself.” To this day, Cristy is still giving back to others through her organization, the Pink Lotus Foundation. The metaphor of the lotus Timestamp 15:37 Cristy explains the importance and meaning of the Lotus flower in Asian culture. She explains that like the Lotus that begins “deep under” the soil, “under the water,” and grows through the dark and into the light, humans also have the capability to grow and achieve great things. Severin comments on this metaphor and states that “out of that hardship, something really beautiful and elegant can come from that.” Cristy uses the metaphor of the Lotus as inspiration for her organization, the Pink Lotus Foundation, which aims to empower women through training and personal development. She also connects with other organizations that aim to stop human trafficking in Thailand and help underprivileged women and children. Coachology Timestamp 23:40 Cristy shares that a coachologist should have strength in their communication skills, the ability to train others, and facilitate learning. She and her husband started their company, Coachology, to “enhance the way of coaching” through coaching courses, training, and facilitation. The importance of tools Timestamp 26:48 When asked what tools Cristy has in her toolkit, Cristy explains that she is always learning new tools because each coachee has a “different way of thinking.” Her toolkit incorporates knowledge from her neuro linguistic programming certification, NeuroChangeSolutions certification, as well as other various skills including meditation and breathing. Openness, trust, and non-judgement Timestamp 35:52 Cristy explains that part of Asian and Thai culture is “not sharing” problems. She explains that people tend to not open up regarding their challenges in the world. She states that she must be open and build trust, rapport, and connection fast for “people to open up fast.” This helps her lead coachees to “ah-ha!” moments quicker. Severin states that this is also an important trait to consider when assessing the goodness of fit for a client. Severin then asks Cristy what her definition of “non-judgment” is for the executive coach. She shares that being non-judgmental as a coach means recognizing that it is the client’s story. She explains that “we don’t have a say in their story” and if you do, you must say “if this were me” and that is “the only time that you can self-reflect” their experience. Severin in response shares a story about a time he coached from a place of non-judgment. Having your own coach Timestamp 46:13 Cristy shares that she has her own coaches so she can best serve her own coachees. For her coaching, she works intentionally to remove any roadblocks to successful coaching in her own thought process. She enjoys this and states that doing so “is making [her] a better person every day, by reflecting” and working on herself as she helps others. Cristy has had many mentors and coaches throughout her coaching journey including her father and mother and a variety of specialty coaches. 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 #1057: Learn about being a “ripple maker” who inspires tsunamis of positive change with Kevin McKeown, a CEO, Master Chair, Vistage Star Award winner, Executive Mentor, and Coach on this episode of the Arete Coach Podcast. During the episode, Kevin shares his journey to executive coaching, insights from “Atomic Habits” by James Clear, the “sacred cows” in executive coaching that should be reexamined, and how his entrepreneurial roots as a child have impacted him today. About Kevin McKeown Kevin McKeown is a Master Chair, Vistage Star Award winner, Chair Excellence Award winner, CEO, Executive Mentor, and Coach. Kevin has been with Vistage since 2015 and is a guide and facilitator for CEOs, presidents, founders, owners, key executives, advisors, and other business leaders in the Greater Seattle area. Currently, Kevin leads 5 Vistage groups including 2 CEO groups, 2 key executive groups, and 1 C-level group of trusted advisors. His Vistage group members lead companies that range in size from $5 million to $500 million. Before entering the executive coaching industry, Kevin was a law clerk to a federal district court judge. Thereafter, Kevin entered the business sector and had much success furthering global trade as a leader at Mitsubishi International, and diversifying and extending the reach of another billion-dollar Japanese company. After other endeavors including building the world’s largest blog network, co-founding a startup, building and selling one of the first online department stores, and founding his own mentorship firm, McKeown LLC, he joined Vistage and has since received the Chair Excellency Award every year from 2017 through 2021. Kevin has a passion for being a ripple of change that starts a tsunami of positivity in the lives of others. Key highlights Entrepreneurial roots Timestamp 06:08 In Kevin’s childhood, he would sell Kool-Aid, lemonade, shovel snow, and mow lawns. He was also determined to win a prize through a school fundraiser and did so by being the first child to sell 100 candy bars. Severin explains that when examining entrepreneurial roots in childhood, he looks for three things: initiative, methodology, and organization. He recommends that everyone who is hiring talent look towards these elements to “find future leaders.” Severin’s statement reminds Kevin of an experience he had as a child, working to save money to travel and see his friend who had moved away. Kevin worked as a caddy and succeeded by showing up earlier than all the other kids. Overtime, Kevin saved up enough money to go on a trip by himself and see his friend. During this trip, he learned that he was “highly independent, very adventurous” and “always curious.” That specific trip inspired him to embrace the “serendipity” in his life. Going through the fear Timestamp 15:09 After deciding to transition from working with several large businesses to smaller sized businesses, Kevin shares that he was looking for “more immediacy.” He states, “I wanted more impact… I see peoples’ potential and I believe that I have an instinct for how to tease that out of them, and I wanted to pursue that.” He explains that when he left law, his family and friends thought that he was “nuts.” He explains that “it’s just kind of trusting your gut. Sometimes making a change is really scary, but part of what defines me is if I’m feeling fear, that’s not a red light. That’s not even a yellow light. That’s a go. Go through that fear.” By going through his fears, Kevin has been able to achieve great success in working with smaller businesses. “Atomic Habits” Timestamp 28:25 Kevin shares his takeaways from the book “Atomic Habits” by James Clear. He states, “I don’t think goals should be realistic… I think they should be just impossible to get…and you figure out a way.” From this book, he has learned that the process is more important than the goal. He shares the importance of picking a strategy, having KPIs, and focusing on daily habits. Being a “ripple maker” Timestamp 32:04 Kevin has a passion for being a “ripple maker.” He shares that he believes in the “goodness of people” and that “every person has superpowers.” He shares that in order to bring out those superpowers, sometimes all that is needed is “a little bit of nudge here a little bit of nudge there, [and] a little bit of a ripple.” One of the ways that he is a “ripple maker” for those he coaches is by “reminding them of their gifts.” In doing this, he is able to be a ripple maker that inspires great positive change in the lives of those he serves. Overcoming imposter syndrome Timestamp 36:59 When asked about a recent learning Kevin wishes he would have learned earlier, Kevin shares that he wishes he would have known more about “imposter syndrome.” He explains that he would always work extraordinarily hard, even in martial arts. However, he also did the same in his career. He states that “I was the guy working 70 hours a week and I wasn’t good at letting go. I wasn’t good at trusting myself… I wish somebody would have said, “Man, you don’t need to grind because that grind... that is what creates stress and that is what has an impact on your health.” Severin responds and shares his own story of working hard as a youth. However, he shares that although he worked hard, he was not efficient. Kevin asks what he learned from that time and Severin shares that he learned about his high level of energy. Kevin then asks how he can use that “energy to change how” he approaches his work today. Reevaluating “sacred cows” Timestamp 43:24 When asked what “sacred cows” in executive coaching should be reexamined, Kevin shares that he was told during his Vistage training that the “first 5 years” of being a chair is malpractice. He also explains that he was told he wouldn’t be able to have 2 groups launched in 18 months. Kevin explains that he believes that coaches should ask three types of questions: questions that drive performance, questions that shift mindset, and questions that move individuals past a limiting belief. Kevin states that as a coach, you should never “underestimate somebody’s potential” or “be the reason” why there is a “roadblock in their way.” In response, Severin shares his own similar experience and states that “you have to have the force of being and drive all the naysayers away.” Business as an art Timestamp 51:09 Kevin shares that his work is “passion, purpose” and “calling” and that through this, he has learned that “business is the most complex art form known to humans.” He explains that sometimes as you follow serendipity and take different directions, you will often go against the grain and leave others confused. However, he shares that you must still “trust yourself and you will get there.” 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.

As employers are grappling with the effects of the lack of skilled job candidates (also known as the Silver Tsunami, Demographic Drought, and Sansdemic), there has been an increasing interest in workforce automation. According to the World Economic Forum, “US companies ordered more robots than ever before in the first nine months of 2021, as they struggled to recruit staff” (Wood, 2021). In an article from NBC, it has been reported that the demand for “automated machines” that “cut specialty materials like carbon fiber and fiberglass” from Eastman Machine Company has increased by 30% and their backlog for “a new device extends to June”—their longest backlog “in company history” (Popken, 2021). Clearly, we are entering the age of automation. Employers who can’t find new employees are looking to automation for assistance and looking for new ways to fulfill the duties of many unclaimed jobs in the current market. Rainer Strack’s prediction Workforce shortage In 2014, Rainer Strack predicted some of the challenges facing our current workforce and marketplace in his TED Talk, “The Workforce Crisis of 2030 – and How to Start Solving it Now.” Although his predictions apply to the year 2030, some of his predictions ring true for the post-Covid workforce. Using data specific to Germany, Strack predicts that Germany “will run into a major talent shortage very quickly” and that there will be a large gap between the labor demand and labor supply. Examining global data, Strack predicts that by 2030, there will be a “global workforce crisis in most of our largest economies” and that there would be “even higher shortfalls for high-skilled people and a partial surplus for low-skilled workers.” Technology’s role Strack points to the potential that technology has as an aid in these workforce shortages. He states that “technology will replace a lot of jobs, regular jobs. Not only in the production industry but even office workers.” He explains that in some, but not all, ways technology will “help us to solve this global workforce crisis.” According to Strack, “technology will replace a lot of jobs, but we will also see a lot of new jobs and new skills on the horizon, and that means technology will worsen our overall skill mismatch. And this kind of de-averaging reveals the crucial challenge for governments and businesses.” Business response Strack explains that future businesses will have to put immense focus on attracting “high-skilled people” by understanding their needs, job preferences, and wants. He believes that in response to the looming workforce shortage, companies should have a “people strategy” that includes four parts: Forecasting workforce supply and demand How to attract great people Educating and upskilling employees How to retain great people “Paradox of automation: the more efficient the automated system, the more crucial the contribution of the human operators of that system.” - Josh Kaufman Key statistics Below we outline key statistics regarding automation of the workforce, productivity, and the current stance of the workforce today. 66% of companies are at least piloting automation strategies, a 9% increase since 2018 (Herzberg et al., 2020) The most common automation technologies deployed are business-process-management platforms and robotic process automation (Herzberg et al., 2020) The global Business Process Automation market is estimated to grow from $9.8 billion in 2020 to $19.6 billion by 2026 (Akujuo, 2022) 69% of employees report that automation reduces wasted time and 59% believe that they would have over 6 spare hours per week if repetitive jobs were automated (Akujuo, 2022) 75% of all companies use at least one form of marketing automation (SocialMediaToday, 2019) The majority of jobs that are the most likely to be automated are those in the service and labor industries (Broady et al., 2021) 36 million Americans are at high risk of losing their jobs to automation (Broady et al., 2021) In 2020, 2.7 million industrial robots were operating in factories (Vega, 2022) Up to 30% of jobs in all industries could be automated by 2030 (Hawksworth et al., 2018) “The labor force participation rate is projected to continue to trend down, declining from 61.7 percent in 2020 to 60.4 percent in 2030” (Maurer, 2021) In December of 2021, there were 0.6 unemployed persons available for each available job opening, continuing a decline in workforce participation since 2019 (BLS, n.d.) Almost 90% of organizations are facing difficulties in filling open positions (SHRM, n.d.) 60% of all occupations have at least 30% technically automatable activities (Manyika et al., 2017) Less than 5% of all occupations are 100% automatable (Manyika et al., 2017) Collecting data, processing data, and predictable physical actions are the workplace activities most vulnerable to automation (Manyika et al., 2017) The role of automation in today’s workforce Employers are currently facing a shortage in the workforce. In response, many businesses have started examining how to fill these vacant roles with automated machines, AI, and other technologies. In a survey by the World Economic Forum, 43% of businesses stated that they are set to “reduce their workforce due to technology integration, 41% plan to expand their use of contractors for task-specialized work, and 34% plan to expand their workforce due to technology integration” (WorldEconomicForum, 2020). According to CNBC, some fast food chains are now piloting test robots named “Flippy 1” and “Flippy 2” to manage fry stations and other various roles (Rogers, 2021). Even major companies such as Amazon have started implementing automation and have more machines than human employees at some warehouses (Hetrick, 2021). According to Manyika and Sneader of McKinsey & Co, the “deployment of AI and automation technologies can do much to lift the global economy and increase global prosperity, at a time when aging and falling birth rates are acting as a drag on growth…” (2018). They state that AI and automation could be accountable for 60% of a 2% increase in “productivity growth” from 2018 to 2028 (Manyika & Sneader, 2018). “Automation applied to an inefficient operation will magnify the inefficiency.” - Bill Gates Is automation the silver bullet? Can automation solve all of the problems associated with a workforce smaller than the labor demand? Unfortunately, the solution is not that simple. Automated machines, AI, and other technologies cannot replace highly skilled workers—a category of employees that are currently in high demand but are in low supply. While automation can fulfill job duties that are repetitive and do not require complex cognitive skills, it also increases the demand for skilled labor. Automation requires an increase in highly skilled labor As employers implement automation into the modern workplace, the demand for highly skilled workers also increases (Dizikes, 2020). Machines must be managed, fine-tuned, and monitored. In an article from Automation.com, Claudia Jarrett explains that automation increases “the levels of skill required. In other words, companies must invest in, and train, their staff to get the most from” their automation strategies (Jarrett, 2020). She explains that AI and automation will reduce the physical labor required by employees and increase the importance of “human decision-making.” Other studies also suggest that the “demand for advanced technological skills such as programming will grow rapidly” with the adoption of automation (Manyika & Sneader, 2018). Furthermore, research from Mckinsey & Co indicates that certain skills such as technological, cognitive, and social/emotional skills will increase in demand (Bughin et al., 2018). In summary, while automation can fill the gaps left by low skilled labor, it also creates a demand for highly skilled labor as the skill needs for an organization shift. Automation can produce economic disparities between skilled and unskilled workers Economist Daron Acemoglu of MIT is quoted as stating that “automation is critical for understanding inequality dynamics” (Dizikes, 2020). According to an article from MIT, when automation is implemented in the workforce, “low-skill workers” are “hurt by [the] displacement” of their jobs, and the new jobs created by automation are “coming slower and benefitting high-skill workers” (Dizikes, 2020). According to McKinsey & Co, up to 15% of the global workforce “could be displaced by automation” between 2016 and 2030 (Manyika & Sneader, 2018). Historically, the effects of automation on low-skill workers are predominantly negative. Acemoglu states that “wage inequality is associated with disruptive changes for workers” (Dizikes, 2020). Furthermore, an article from Harvard Business Review points out, that while high-skilled workers are affected by automation, the effects are more drastic for low-skill employees. High-skill employees can leave their current employers due to automation and “find new jobs faster.” Meanwhile, low-skill workers displaced by automation face greater difficulty in finding new employment and economic loss due to unemployment (Bessen & Kossuth, 2019). When implementing automation policies and machinery, it is important to consider the effects that it will have on low-skilled staff and members of your surrounding communities. Just as important is considering skill-specific training programs for those in low-skill positions for equal economic and career opportunities across skill levels. “Automation does not need to be our enemy. I think machines can make life easier for men, if men do not let the machines dominate them.” - John F. Kennedy The effects of automation vary per industry According to McKinsey & Co, in all sectors of businesses surveyed, there were several areas of each business that were said to be “vulnerable to digital disruption” (Galven et al., 2021). Consider their graphic below outlining the various areas of business most vulnerable to digital disruptions such as automation. Not all business sectors and industries respond to automation in the same way. Because of this, it is important to examine the effects of automation at every level of a business. Using the graphic above, business leaders of different industries can see the areas of their business that are particularly vulnerable to disruption due to automation. Furthermore, different workplace activities are particularly susceptible to automation. Consider the following graph from Mckinsey and Co which visualizes the different activities in each industry that are most susceptible to automation (Manyika et al., 2017). A response to automation Understanding that automation cannot solve all of the problems associated with declining workforce participation is the first step in creating a successful response to incorporating automation in the workplace. By using this knowledge, business leaders can implement guidelines and procedures that overcome the side effects of automation while taking advantage of the benefits. Below, we further reflect on Rainer Strack’s “people strategy” and how business leaders can use this model in the post-Covid workplace. Forecast the supply and demand of your workforce As discussed previously, when automation is implemented, there will be a shift in labor skill needs (Jarrett, 2020). Manyika and Sneader indicate that as skills shift and people change jobs, wages will also increase (2018). It is important to examine your specific workforce. What skills will your business need to increase? What predictions are there for wage increases? How many individuals in your corporation currently have these skills and how many individuals in the job market have these skills? What are the current statistics regarding your specific workforce? Is there a labor shortage or a labor surplus? Do economists and business analysts predict any changes in this? How can you adapt to these changes? Educate and train your employees Using the information from your workforce forecast, you can begin to examine how to train and educate your employees in regard to future skills needs. Jarrett summarizes this well, “companies that effectively improve their workers' skills are the ones that will get ahead. This is possible through the better use of data, data management and sharing and better reporting—and, therefore, better communication—in the plant” (2020). Manyika and Sneader of McKinsey & Co also recommend improving “basic STEM skills… creativity, critical and systems thinking, and adaptive and life-long learning” (2018). Furthermore, research from Mckinsey & Co suggests that companies who focus on “automation-related capabilities of their personnel” are more likely to keep their employees. They also found that companies who implement their employees’ expertise into the “design of automation solutions” were more successful than those who did not (Herzberg et al., 2020). Putting people first ensures that training, education, and automation work for employees not instead of employees—ultimately increasing a businesses chance of success when implementing automation strategies. Attract the right people A key strategy for overcoming what some call The Great Resignation, Sansdemic, Silver Tsunami, and Demographic Drought, is attracting the right employees and job applicants. For more information on how to effectively identify and select qualified job candidates, listen to Arete Coach Podcast Episode 1055, Overcoming The Silver Tsunami: 20 Hiring Strategies To Find & Retain Talent. Retain the right employees Because of the increasing demand for skilled labor, it is important for business leaders to discover how to best retain their skilled employees. Consider what your employees’ needs and wants are. What effects has Covid-19 had on their mental, physical, and emotional wellbeing? Consider insights from Gallup's most recent, “State of the Global Workplace.” How can your employees in leadership positions be more empathetic and make the workplace more enjoyable, fulfilling, and enriching? How are you communicating empathy to your employees? What strategies can you implement to increase your employee retainment? How can you “redesign” your workplace to integrate automation in a way that is beneficial and productive for your employees (Manyika & Sneader, 2018)? Cybersecurity Manyika & Sneader from McKinsey & Co state that “the use of data must always take into account concerns including data security, privacy, malicious use…” (2018). Business leaders implementing automation strategies and new technologies must have secure cybersecurity practices to avoid financial losses due to hacking or other security breaches. What strategies can you put in place to better protect your business? How can you train your employees on cybersecurity? What is the state of your cybersecurity currently and how can it be improved? The main takeaway As we navigate the changing labor market, automation offers employers a key strategy for filling unclaimed job positions. However, it is important for employers to consider the side effects of automation and prepare their current workforce for these effects. While automation is not a silver bullet for all the challenges faced by employers with unfilled jobs, it can be helpful when used strategically. When considering automation strategies, it is important for employers to predict changes in the labor market, educate and train employees to avoid skill shortages, examine how to attract the right employees, and retain high-skilled employees. “To succeed in this world, you have to change all the time.” - Sam Walton References Acs, G., & Loprest, P. (2009). Job Differences by Race and Ethnicity in the Low-Skill Job Market. The Urban Institute, 1–6. https://www.urban.org/sites/default/files/publication/30146/411841-Job-Differences-by-Race-and-Ethnicity-in-the-Low-Skill-Job-Market.PDF. Akujuo, V. (2022). 26 Business Automation Statistics (2022): Mastering the Art of Business Automation. CRMside. https://crmside.com/business-automation-statistics/. Bessen, J., & Kossuth, J. (2019, February 13). Research: Automation Affects High-Skill Workers More Often, but Low-Skill Workers More Deeply. Harvard Business Review. https://hbr.org/2019/02/research-automation-affects-high-skill-workers-more-often-but-low-skill-workers-more-deeply. BLS. (n.d.). Number of unemployed persons per job opening, seasonally adjusted. Bureau of Labor Statistics. https://www.bls.gov/charts/job-openings-and-labor-turnover/unemp-per-job-opening.htm. Broady, K. D. E. B. (2021, March 3). Race and jobs at risk of being automated in the age of COVID-19. Brookings. https://www.brookings.edu/research/race-and-jobs-at-risk-of-being-automated-in-the-age-of-covid-19/. Bughin, J., Hazan, E., Lund, S., Dahlström, P., Wiesinger, A., & Subramaniam, A. (2018, May 23). Skill shift: Automation and the future of the workforce. McKinsey & Company. https://www.mckinsey.com/featured-insights/future-of-work/skill-shift-automation-and-the-future-of-the-workforce. Dizikes, P. (2020, May 5). Study finds stronger links between automation and inequality. MIT News | Massachusetts Institute of Technology. https://news.mit.edu/2020/study-inks-automation-inequality-0506. Galvin, J., LaBerge, L., & Williams, E. (2021, May 26). The new digital edge: Rethinking strategy for the postpandemic era. McKinsey & Company. https://www.mckinsey.com/business-functions/mckinsey-digital/our-insights/the-new-digital-edge-rethinking-strategy-for-the-postpandemic-era. Herzberg, G., Panikkar, R., Whiteman, R., & Sahu, A. (2020, August 25). The imperatives for automation success. McKinsey & Company. https://www.mckinsey.com/business-functions/operations/our-insights/the-imperatives-for-automation-success. Hetrick, C. (2021, October 19). Amazon’s Delaware warehouse has more robots than humans | Business Weekly Newsletter. Inquirer. https://www.inquirer.com/business/amazon-warehouse-robots-automation-business-weekly-20211019.html. Jarrett, C. (2020, November 13). How Automation Can Create New Opportunities for High- or Lower-skilled Workers. Automation. https://www.automation.com/en-us/articles/november-2020/how-automation-create-new-opportunities-workers#authorInfo. Manyika, J., Chui, M., Miremadi, M., Bughin, J., George, K., Willmott, P., & Dewhurst, M. (2017, January). A future that works: Automation, employment, and productivity. McKinsey & Company. https://www.semanticscholar.org/paper/A-future-that-works%3A-automation%2C-employment%2C-and-Manyika-Chui/e3ac9558f18234cdf92b730a7386ff16d446a1af. Manyika, J., & Sneader, K. (2018, June 1). AI, automation, and the future of work: Ten things to solve for. McKinsey & Company. https://www.mckinsey.com/featured-insights/future-of-work/ai-automation-and-the-future-of-work-ten-things-to-solve-for. Maurer, R. (2021, October 19). The Biggest Future Employment Crisis: A Lack of Workers. SHRM. https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/the-biggest-future-employment-crisis-a-lack-of-workers.aspx. Popken, B. (2021, April 8). Manufacturers embrace robots, the perfect pandemic worker. NBC News. https://www.nbcnews.com/business/business-news/manufacturers-embrace-robots-perfect-pandemic-worker-n1263434. PWC. (2018). Will robots really steal our jobs? An international analysis of the potential long term impact of automation. PricewaterhouseCoopers. https://www.pwc.com/hu/hu/kiadvanyok/assets/pdf/impact_of_automation_on_jobs.pdf. Rogers, K. (2021, October 25). Restaurants prep for long-term labor crunch by turning to robots to work the fryer, shuttle food to tables. CNBC. https://www.cnbc.com/2021/10/22/restaurants-looking-for-labor-and-speed-turn-to-robots-.html. SHRM. (2021). The COVID-19 Labor Shortage. Society of Human Resource Management. https://advocacy.shrm.org/wp-content/uploads/2021/07/SHRM-Research_The_Employment_Picture_Comes_Into_Focus.pdf. SocialMediaToday. (2019). State of Marketing Automation 2019 | Social Media Today. Social Media Today. https://resources.industrydive.com/state-of-marketing-automation-2019-survey-report. Strack, R. (2014, December 3). The workforce crisis of 2030 -- and how to start solving it now. TED Talks. https://www.ted.com/talks/rainer_strack_the_workforce_crisis_of_2030_and_how_to_start_solving_it_now?language=en. Vega, M. (2022, February 6). 19 Statistics About Jobs Lost to Automation in 2022. Techjury. https://techjury.net/blog/jobs-lost-to-automation-statistics/#gref. Wood, J. (2021, December 1). US companies order record numbers of robots in staff shortage. World Economic Forum. https://www.weforum.org/agenda/2021/12/robots-jobs-staff-shortage-automation/. Copyright © 2022 by Arete Coach™ LLC. All rights reserved.

Episode #1058: Join Severin Sorensen and Cathy Fitzhenry in a powerful discussion on coaching with the heart and mind. Cathy Fitzhenry, otherwise known as “Fitz,” is an Executive Coach, Vistage Chair, Certified Business Analyst Professional, Board Member of H.E.R Weekend, and President of CSF Marketing Services. During the episode, Cathy shares insights from her HEARTBEAT book, her story series entitled “Rinky, Dinky, Stinky, and Thinky,” energizers that have proved effective in facilitating impactful peer group sessions, and the importance of embracing “life’s curriculum.” About Cathy Fitzhenry Cathy Fitzhenry, otherwise known as “Fitz,” is an Executive Coach, Vistage Chair, Certified Business Analyst Professional, Board Member of H.E.R Weekend, and President of CSF Marketing Services. Cathy has been a Vistage Chair for nearly 13 years and helps leaders find the unbiased advice they need to make their most crucial decisions. She helps leaders collaborate, ideate, and support each other as they build their businesses and achieve their goals. After starting her first company at the age of 21, she started CSF Marketing Services in 1991. In 2019, Cathy became an author with the publishing of her book, HEARTBEAT, which discusses the need for heart-based leadership and courage. Cathy uses her vast experiences as a serial entrepreneur, success as an author, and passion for executive coaching to help her clients be the best they can be by leading with courage and heart-based leadership. Key highlights Heart awareness and mind intelligence Timestamp 04:12 When asked how Cathy came to be an executive coach, she shares that heart awareness and mind intelligence led her to where she is today. She states, “I’ve just designed my life around the heartbeat energy and … mind intelligence.” She believes in the importance of staying present and being mindful of what “the beat” is around her. In response, Severin asks her for her own comparison of the question “what is your body telling you,” and “what is your heart telling you?” Cathy explains that “the heart picks it up and sends it to our body… so it starts first with the heart and moves out towards the body.” Cathy explains that “when we know our feelings and know our stories then we can kind of go into the heart energy and say, ‘are we in integrity?’” Entrepreneurial beginnings Timestamp 08:25 Cathy has vast experience as an entrepreneur. As a child, she did paper routes and by the time she was 21, she started her first business. Throughout Cathy’s life, she has used her creativity to create new businesses. She was first exposed to marketing during her early career as a professional clown. Severin asks her how her time as a professional clown has served her coaching today. In response, Cathy shares that her time as a professional clown has helped her learn how to watch people, observe, and practice emotional intelligence. She explains that “emotional intelligence is understanding your position and who you’re being and understanding their position, how they’re being, and then creating the bridge between you.” After her time as a professional clown, she entered the marketing industry with her father. From her experience in marketing, she states that her career “kept parlaying into business and into how to make a business grow…” which ultimately led her to Vistage. Learning to feel heart energy Timestamp 18:00 In Cathy’s Vistage practice, she offers a variety of programs to her clients. She uses Positive Intelligence, otherwise known as “PQ,” which is all about the stories we “tell ourselves.” Cathy also has other groups for Vistage Chairs and mentoring for coaches who are looking to learn “heart-based” leadership. In addition to coaching and mentoring, Cathy has a story series she created to further elaborate “heart-based” leadership called, “Rinky, Dinky, Stinky, and Thinky.” Each of these characters represents a different form of perspective. "Rinky" is the “religious sage” who applies his “spiritual wisdom” to challenges. “Dinky is the drama.” “Stinky is stinking strong.” “Thinky” is the character who faces his challenges with his intellect. Cathy uses these characters and stories to explain the “4 different stories and characters that we have in life.” Peer group authenticity and energizers Timestamp 27:31 When running Vistage groups, Cathy works intentionally to “interview” all prospective group members to make sure “they resonate with where [Cathy is] coming from, that they want to lift the hood on their heart and attach it to the intellectual mind.” She does not publish group agendas before the meeting with the goal of having her group members as present as possible in the moment. Cathy states “I want real people. I want real hearts to show up… when they do, there is a different energy that everyone experiences.” Another method Cathy uses to open the hearts of her coaches is the use of energizers in meetings. She shares that her peer groups have raced “chairs” at universities and have even “climbed on the swing sets in the playground.” She encourages these energizers because it helps her group members “wake up,” avoid being on “autopilot,” and be more vulnerable to help free the flow of ideas and solutions. Fireside chats Timestamp 32:05 A unique activity that Cathy does with her peer groups is “fireside chats.” After having a Vistage speaker visit her peer groups, she hosts a “fireside chat” 2 weeks later via Zoom to allow the Vistage speaker to dive deeper into the “how” of their presentation. It also allows peer group members to share their main takeaways and learnings from the presentation. Life’s curriculum Timestamp 43:41 When asked how she will measure her life, Cathy shares that she will measure her life “by the chapters of the curriculum” that she has completed. She believes that life is full of what she calls “life’s curriculum” or learning opportunities. As she walks through life’s curriculum, Cathy hopes to learn more about how to help CEOs understand “heart energy” and “consciousness.” For those wanting to be an executive coach, she recommends experiencing life’s curriculum. Cathy states, “we all have our stories… we tell them… then we have our stories that we would never tell… But I’ve shared a lot of my stories and a lot of my pain, a lot of my angst. I think that is what makes it real. It’s hard to be coached by someone you think is perfect.” She shares that executive coaches have to be vulnerable with their experiences in order to “build rapport” and “trust.” The future of executive coaching Timestamp 51:20 Cathy believes that the future of executive coaching is in “understanding the level of consciousness and what that means.” She states that several forms of intelligence must be combined such as “intuitive intelligence,” “emotional intelligence,” and “intellect.” Cathy elaborates, “Being able to understand how our brain works and how our mind works and how our intuitiveness works… I think that’s where [executive coaching is] going.” 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.

Since 2001, Thinkers50 has published a “global ranking of management thinkers” every two years. They recently released their top Thinkers50 of 2021 which featured Amy Edmondson as the #1 Thinker. With Amy Edmondson rated as the top management thinker, what can we learn from her character and success? Learning from others and their experiences is a great path to insight and knowledge. In the words of French author, Voltaire, “Is there anyone so wise as to learn from the experience of others?” Let’s be wise together and look into what we can learn from from Amy Edmondson. Why Amy Edmondson was rated #1 Thinkers50 states that Amy is a “pioneer and champion of psychological safety [who] studies people, projects, and organizations to uncover the secrets of successful teaming.” In recent years, she received the 2017 Thinkers50 Talent Award for her work on psychological safety, 2019 Breakthrough Idea Award for her book The Fearless Organization, 2020 Book of the Year Award for her book The Fearless Organization, and in 2019 was recognized by the Human Resources Magazine as the #1 most influential thinker in human resources. Today, she is the Novartis Professor of Leadership and Management at Harvard Business School where she studies “human interactions that lead to the creation of successful enterprises.” Her studies have appeared in various academic and management outlets such as the Academy of Management Journal and Administrative Science Quarterly. Amy has published several books including Organizational Learning and Competitive Advantage, Teaming to Innovate, and The Fearless Organization. Amy received her Ph.D. in organizational behavior and has also studied psychology and engineering. Characteristics of success Below we outline three key features of Amy Edmondson’s character and career that have contributed to her great success as a leader for businesses and academics. Consider the following and examine how you can further develop these characteristics in your own coaching practice and life in general. A dedication to the facts One of the key features of Amy’s success is her dedication to facts, research, and data. This dedication to research is visible in her “2018 Sumantra Ghoshal Award for Rigour and Relevance in the Study of Management from London Business School” (HBS, n.d.). Amy has provided the academic community with high-quality research studies throughout her career. She has been a part of numerous academic research studies, such as her 2021 article in the Academy of Management, “Joint Problem-Solving Orientation in Fluid Cross-boundary Teams.” In her book, The Fearless Organization, she seeks to help “knowledge-intensive organizations work better” by using her findings from “20 years” of research on “psychological safety” (Edmonson, 2018a). She has also used these studies to create other books for students and business leaders. Amy has not developed her books on her own experiences or opinions and instead yields to scientific findings discovered in her research. This ultimately gives business leaders and academics alike research-based strategies for success. Determination, longevity, grit Amy has displayed a great amount of determination, longevity, and grit in her career. She has been with the Harvard Business School as their Novartis Professor of Leadership and Management for over 25 years, she previously served as Director of Research with Pecos River Learning Centers for 5 years, and in 1980, Amy was the Chief Engineer for Buckminster Fuller Institute. During the 1980s, “only 5.8% of engineers in the U.S. were women” according to Mark Crawford of the American Society of Mechanical Engineers (2012). Regardless of being a leader in a statistically “male-dominated” industry, Amy displayed grit and pushed through any challenges she faced, which has allowed her to create a career of legacy. Amy was determined to continue her career in the sciences and continues to do so, further displaying her longevity and impact on business leaders and the scientific community. Valuing teamwork Amy has recognized the importance of teamwork. In her book, The Fearless Organization, Amy provides “practical guidance for teams and organizations who are serious about success” (Edmonson, 2018a). Within the book, she points out that her research was primarily focused on teams because “that’s how most work gets done.” She defines teamwork as “teaming” which is “the art of communicating and coordinating with people across boundaries of all kinds” (Edmonson, 2018a). Amy’s passion for teamwork is evident in her research as well as her very popular 2018(b) TedTalk, “How to Turn a Group of Strangers Into a Team,” which has been watched and listened to over 2.8 million times. The talk gives listeners great insight into the importance of teamwork and how to create an environment of what she calls “teaming.” Amy even recognizes the importance of teamwork in her own work and how collaboration with others can speed innovation. Many of her research papers are done with the help of other academics such as Ranjay Gulati in her publication “Agility Hacks.” Amy’s passion for excellent teamwork and her own willingness to gain insight from reputable sources and teammates have increased the number of studies she has been able to participate in and caused her to be a leader in the world of managing teams effectively. The main takeaway Amy has been a powerful force for the psychological safety movement in today’s team management. With her vast array of awards and research studies, she has been able to make great contributions to both business leaders and the academic community. Throughout her career, Amy has been dedicated to the facts. She finds questions and looks for the answers in data and research, not just her own perspective. She has also displayed a great amount of grit, determination, and longevity in her many years with Harvard Business School and her early career in a statistically male-dominated industry. Amy also values teamwork. Her acceptance and support of teamwork and building better teams has not only increased her learning and leadership skills but also the development of many businesses worldwide. Amy Edmondson is truly a powerhouse fueled by research, the desire to help teams thrive, and make businesses better. In closing, we encourage you to reflect on Amy Edmondson’s success. Ask yourself “Am I dedicated to facts and finding the latest research for my coaching clients?”...“Do I display grit for my clients?”...“Do I value teamwork?”...and “How can I encourage the development of these traits in my own clients?” Resources Crawford, M. (2012, September 12). Engineering Still Needs More Women. The American Society of Mechanical Engineers. Retrieved December 14, 2021, from https://www.asme.org/topics-resources/content/engineering-still-needs-more-women. Edmondson, A. C. (2018a). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth (1st ed.). Wiley. Edmondson, A. C. (2018b, May 24). How to turn a group of strangers into a team. TED Talks. Retrieved December 14, 2021, from https://www.ted.com/talks/amy_edmondson_how_to_turn_a_group_of_strangers_into_a_team. HBS. (n.d.). Amy C. Edmondson - Faculty & Research - Harvard Business School. Harvard Business School. Retrieved December 14, 2021, from https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6451. Thinkers50. (n.d.). Thinkers50 | Identifying, Ranking, and Sharing Management Ideas. Retrieved December 14, 2021, from https://thinkers50.com/. Copyright © 2022 by Arete Coach™ LLC. All rights reserved.

Episode #1059: Join Paul Martin, a Vistage International Chair, TEC Canada Chair, Business Commentator, Founder, Co-Owner, Entrepreneur, and Business Journalist, in this episode of the Arete Coach Podcast and gain a new outlook on the importance of diving deeper, questioning conventional wisdom, developing an international perspective, and leading a high-octane life. About Paul Martin Paul Martin is a Vistage International Chair, TEC Canada Chair, Business Commentator, Founder, Co-Owner, Entrepreneur, and Business Journalist. Paul has been coaching with Vistage International and TEC Canada for over 20 years. He coaches executives and CEOs from the Saskatchewan, Canada area. He is also a well-known business commentator heard daily on 15 Saskatchewan radio stations. Along with his thriving business commentary and executive coaching career, Paul is a Chairman of the Board of Des Nedhe (owned by English First River Nation), Partner at Saskatchewan’s largest public relations firm, and Founder and Co-Owner of TeMara Orchard—one of Saskatchewan’s largest berry orchards. Paul has a passion for advancing businesses in Saskatchewan and uses this along with his experience in business journalism to help those he coaches achieve their goals, better their businesses, and develop an international perspective. Key highlights From journalism to coaching Timestamp 03:21 Paul has had, what he calls, a serendipitous career in journalism. It all started after coming home from college and receiving a job at a local radio station. Nearly 50 years later, Paul is still involved in radio and will be celebrating his 50th year of involvement by next year (2023). His career in radio led to opportunities at magazines, television, and ultimately newspapers. He has been the Business Editor of the StarPhoenix and has participated in a regular television hit on the biggest privately held TV station in Canada. From his beginnings in business journalism, Paul transitioned to TEC Canada and coaching. Paul shares that as a journalist he wasn’t the “player on the field” and that is part of what led him to executive coaching. He states that “for me, the success and satisfaction comes from not being that player on the field, but helping others get to their level of achievement.” In his coaching today, Paul finds satisfaction through the success of his coaching clients. In his media work, he has found success in “being able to help tell a story that might help somebody… and help them make a better decision…” Digging deeper Timestamp 11:08 When asked what lessons he has learned recently that he wishes he would have learned earlier on, Paul shares the importance of “not being opinionated,” asking “more questions,” and refraining from “offering more answers.” In his coaching practice, he has learned to “question the answers, don’t answer the questions.” Paul also carries a note with him that says, “dig deeper.” He explains that “it’s so easy to come to a glib, quick answer, but peel back that onion a bit and make sure you’re dealing with the ailment, not the symptoms. Get to the core of the matter.” A day for you Timestamp 18:01 When Paul is discussing coaching with a potential peer group participant, he gets to the root challenge and asks, “every day you’re dealing with somebody else’s issues…when do you deal with your issues?” Paul then shares with his prospective client how he can help them focus on their own challenges while leading their business. When these clients enter his peer groups, they discuss both strategy and tactic. Paul shares that “over the course of time, you will get an enhanced experience as a consequence…” However, you have to “show up” and “dig deeper.” The leader and the goaltender Timestamp 21:52 Paul shares a metaphor of a team sailing a ship. In this metaphor, Paul shares that managers “see where the current takes” them and react to the conditions around them. However, leaders have “a destination” and a goal to reach. He also shares another metaphor that compares the goaltender of a hockey team to managers. Every team needs a goaltender to be successful because they defend the goal and react to others trying to score. He shares that leaders need to go beyond responding, into planning, and being able to accept failure with a positive perspective. An international and diverse perspective Timestamp 26:30 Paul has a podcast called “Saskatchewan Matters.” He started this podcast in the hopes of sharing his wisdom with the next generation. His podcast is about placing Saskatchewan’s role in the global economy in context for those in the area and those outside of Saskatchewan. Paul explains that Saskatchewan is “very productive” but they “produce far more than [they] can consume.” Because of this, they rely on world markets. Not only do the business leaders that Paul works with manage international customer bases, but the leaders that Paul works with come from diverse backgrounds of varying races, ethnicities, cultures, and religions. Severin agrees with Paul and states that “it’s definitely important to see international perspectives” and that international businesses are “quite interconnected.” Paul also shares that culturally, countries are interconnected as well. No room for adjectives Timestamp 34:43 One of Paul’s mentors, Jim Struthers, was an inspiration to him because of his willingness to work in multiple media forms. When Paul entered multimedia, he went with his gut and while he received push back at first, was soon recognized as a “forward thinker.” Paul applies this life lesson to his coaching and shares that if his clients have a gut instinct, “maybe as [their] coach” he “should be reinforcing that” for them. Paul also learned a valuable lesson from Jim regarding his journalism and podcast. Jim would “interpret” the big news for people; going beyond just sharing the major headlines. Paul does this in his podcast, Saskatchewan Matters, as he interprets how the businesses of Saskatchewan “fit into the world.” Paul has also gained wisdom from other journalists such as Ed Bliss, who shared that “there was no room in a news story for an adjective or adverb, just the facts.” Severin has also heard similar advice and relates to Paul’s learning by sharing his own experience focusing on the facts. Understanding your customer Timestamp 44:50 After Severin asks Paul “if you had an unlimited budget and time, what information would you want to create for coaches?” Paul shares that he would take his coaching clients “on the road” because the second-biggest customer to many businesses in Saskatchewan is China. However, because The Canadian Wheat Board manages all transactions between Canadian farmers and China, many of the Canadian business leaders have never met their customers. Paul explains that he would tell his clients, “let’s go to China, where it’s all about consumption. Just stand on the street corner and watch, this is what your customer is doing.” Severin agrees with Paul’s perspective and states that understanding the customers and their perspectives is very important. A high-octane life Timestamp 49:15 Paul shares that where he gets “some frustration is” in his perspective that he has “less runway” than he has behind him. “I don’t feel like I’m done yet, and so I’m not ready to quit and I just wish I had more time” states Paul. As Paul gets older in age and wiser in years, he explains that he has learned more, but also learned that there is more out there that he doesn’t know. Because of this, he is careful to “prioritize” his life to make sure that the goals he is chasing aren’t “decaffeinated” but instead “high-octane.” Pushing the envelope Timestamp 55:26 Severin asks Paul what the title of his biography would be, and Paul shares that his biography would be titled “Pushing The Envelope” and be about “challenging conventional wisdom” and asking “one more question.” Severin shares that throughout their conversation he had been creating a biography title for Paul as well. He titled it “He Cared, He Shared, and He Challenged His Way to Helping Others.” 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 Episode 1065 of the Arete Coach Podcast, Sally Rhoads LCSW and Carolynn Lee LCSW discuss the importance of managing stress in troubled times. They review recent insights from the American Psychological Association (APA) that indicate people are more stressed now than in recent memory. People have waited for the COVID-19 wave to pass so they could return to normalcy. However, as returning to “normal” seemed closer than ever, an unrelenting barrage of stressors including inflation, the war in Ukraine, and future Russian aggression, quickly penetrated the population with fear—and stress. A recent APA study found over 80% of Americans feeling multiple stressors right now. If unmitigated, these stressors have the ability to negatively impact human behavior. This resource guide aggregates the research, insights, tips, and suggestions for managing today’s stressful environment as discussed during Episode 1065 of the Arete Coach Podcast. Highlights from the Arete Coach Podcast Ep. 1065 Sally Rhoads LCSW and Carolynn Lee LCSW discuss several helpful strategies for coping with stress. Keeping a healthy mindset Keep a journal: “Take a look at what you’re saying to yourself with your stress. It’s really helpful to write your stresses down and your fears down and then be able to win in a couple to in a couple of months review. Because so much of what we worry about doesn’t tend to happen. It’s important that we don’t catastrophize…keep a journal” (Rhoads). Practice gratitude: “I encourage clients continually to write down something every day that they’re grateful for” (Lee). Focus on family: “Pull back a little bit from some of the devices and be more family-centered” (Rhoads). Prioritize yourself: “It just takes time to slow down in your day-to-day struggle and focus energy back on yourself” (Lee). Stay active: “Exercise is something that is very valuable” (Rhoads). Be aware: “Mindfulness is very, very effective in stress reduction” (Rhoads). Cool down before bed: “Go to bed, not with your cell phone. No electronic devices. Have a cooldown time before you go to bed” (Rhoads). “Progressive muscle relaxation (PMR) is a very good thing to do. It changes your brain state. It helps you relax. Provides a better sleep” (Rhoads). Take deep breaths: “One of the primary objectives I start with is breathwork; teaching a person to take a calm controlled breath. Within 5 breaths… it’s proven we can lower our heart rate which helps us…” (Lee). Meditate: “Meditation is one of the things I guess you could say I prescribe to all of my clients and I utilize myself” (Lee). “Meditation helps us to make better decisions. We are able to have more self-control” (Rhoads). “I think yoga is a very effective tool for stress relief” (Rhoads). Reduce engagement with social media: “We need to look at how much time we are spending on social media because social media can be a source of depression” (Rhoads). Handling negative thoughts Get a physical: “If you’re in that kind of depressive state, the first thing I want you to do is to go in and get a complete physical. Because sometimes things are physiologically based… Then if that comes out clean, then it’s time to actively seek mental health services and finding a good counselor” (Rhoads). Reach out to your support system: “When people are feeling lonely, it’s important to reach out and start to build a greater support system” (Rhoads). Talk to someone: “It’s okay to seek professional help. It’s okay to reach out to a therapist or look up someone who’s available online” (Lee). Seek treatment immediately: “[In cases of suicidal thoughts] that person needs to seek treatment immediately because they are in acute distress… It’s time to see a mental health professional or in some instances, it’s time to have a person be seen in the hospital” (Rhoads). Don’t wait until it’s too late: “The suicide prevention hotline [1-800-273-8255] or lifeline is always available and it doesn’t have to be because you are at that point where there’s no coming back. It’s always available even if you’re just having those negative thoughts” (Lee). Research and insights What is the data saying about the level of stress individuals are experiencing now? Stress in America American Psychological Association According to recent insight from APA, stress is at an all-time high in the American population. Primary categories of stressors impacting the American population include: COVID-19, finances, global crises, mental health challenges, grief, loss, reduced wellbeing, and unhealthy coping mechanisms. 63% of adults say their life has been forever changed by the pandemic 58% of adults agreed the pandemic overall is a daily stressor Money stress registered at the highest recorded level since 2015 Americans are in a state of prolonged hyper-vigilance 81% of adults reported that “global uncertainty” is a significant source of stress Children’s hospitals have reported a 14% increase in mental health-related emergencies and a 42% increase in cases of self-injury and suicide Younger generations, Latino adults, and parents have consistently reported more stress than others 42% of adults report having relied on unhealthy habits to cope with COVID-19 23% of Americans have been drinking more alcohol during COVID-19 to cope with stress The average amount of weight gained during the pandemic was 26 pounds COVID-19 Survivors Face Increased Mental Health Risks Up to a Year Later The Washington University School of Medicine According to research from the Washington University School of Medicine, those who have recovered from COVID-19 “have a significantly higher chance of experiencing mental health problems.” In Episode #1065 of the Arete Coach Podcast, we discuss how isolation and quarantine have affected the mental health of both those who contracted COVID-19 and those who did not but still had to quarantine and use protective measures. During the episode, Carolynn Lee explains that “ isolation is forcing healthy people to operate and function as a depressed person. So after long-term isolation, people who were healthy and functioning will clearly begin to behave as more depressed” (Sauerwein, 2022). Coping with COVID-19: Exposure to COVID-19 and Negative Impact on Livelihood Predict Elevated Mental Health Problems in Chinese Adults International Journal of Environmental Research and Public Health Researchers Jing Guo, Xing Lin Feng, Xiao Hua Want, and Marinus H. van IJzendoorn cited several findings from their 2020 research study: “Less mental health problems were also associated with less intense exposure through the media” “Perceived negative impact of the pandemic on livelihood showed a large effect size in predicting mental health problems” “More use of cognitive and prosocial coping behaviors were associated with less mental health problems” (Guo et al., 2020) The State of Mental Health in America 2022 Mental Health America (MHA) The MHA found several key insights in their 2022 State of Mental Health in America. Consider the following: “Suicidal ideation continues to increase among adults… an increase of 664,000 people from last year’s dataset” “Over 2.5 million youth in the U.S. have severe depression, and multiracial youth are at greatest risk” “Over half of adults with a mental illness do not receive treatment” “Over 60% of youth with major depression do not receive any mental health treatment” Coping strategies Where can I find more information on coping strategies for managing and mitigating stress? Coping with Stress Center for Disease Control (CDC) The CDC has several recommendations for coping with stress. They recommend the following: Take breaks from watching, reading, or listening to news stories, including those on social media Make time to unwind; do other activities you enjoy Connect with others Connect with your community or faith-based organizations Take care of your body Deep breaths Stretching Meditation Healthy eating Regular Exercise Plenty Sleep Avoiding excessive alcohol, tobacco, and substance use Continue routine preventative measures and vaccinations as recommended by your healthcare provider Stress: Coping With Life’s Stressors Cleveland Clinic The Cleveland Clinic also has a variety of coping recommendations for those facing stress. In addition to the coping mechanisms recommended by the CDC, they recommend the following: Engage in problem-solving Maintain emotional composure or alternatively, express distressing emotions Directly attempt to change the source of your stress Distance yourself from the source of stress Take a brief rest during the day to relax Take vacations away from home and work Practice relaxations exercises such as yoga, prayer, meditation, or progressive muscle relaxation Avoid the use of caffeine and alcohol Exercise and stress: Get moving to manage stress Mayo Clinic According to the Mayo Clinic, “Exercise in almost any form can act as a stress reliever. Being active can boost your feel-good endorphins and distract you from daily worries…” It pumps up your endorphins, reduces the negative effects of stress, acts as a meditation in motion, and improves your mood. The Mayo Clinic recommends consulting with your doctor, building up fitness levels gradually, “getting at least 150 minutes of moderate aerobic activity or 75 minutes of vigorous aerobic activity a week, or a combination of moderate and vigorous activity,” setting exercise goals, exercising with a friend, changing routines to better help exercise, and exercising in “short bursts” (MayoClinic, 2020). Coping During Community Unrest Suicide Prevention Lifeline The Suicide Prevention Lifeline has several recommendations for coping with stress during times of “unrest.” They recommend talking “to others who understand and respect how you feel,” maintaining “regular routines to the extent possible,” focusing “on what you can do to care for yourself right here right now,” and starting “with small doable steps for you to cope.” Emotional Wellbeing During COVID-19 Suicide Prevention Lifeline The Suicide Prevention Lifeline recommends setting limits on “media consumption, including social media, local or national news.” They also echo the recommendation of the CDC by recommending physical activity and community. Coping with Grief After Community Violence- Tips for Survivors Substance Abuse and Mental Health Services Administration (SAMHSA) “This fact sheet discusses tips on how to cope with grief after an incident of community violence. It introduces common signs of grief and anger, and offers tips for helping children deal with grief.” Parent/Caregiver Guide to Helping Families Cope with the Coronavirus Disease 2020 The National Child Traumatic Stress Network “Provides information for parents and caregivers about infectious disease outbreaks in your community. Knowing important information about the outbreak and learning how to be prepared can reduce stress and help calm likely anxieties. This resource will help parents and caregivers think about how an infectious disease outbreak might affect their family— both physically and emotionally—and what they can do to help their family cope.” Mental Health and Covid19 Information and Resources Mental Health America (MHA) Click the link above for a COVID-19 pandemic resource guide from the MHA including information for frontline workers. Coping with Stress During Infectious Disease Outbreaks Substance Abuse and Mental Health Services Administration (SAMHSA) Information on knowing the signs of stress and how to relieve stress during the COVID-19 pandemic. Resources to Support Mental Health and Coping with the Coronavirus Suicide Prevention Resource Center “The Suicide Prevention Resource Center (SPRC) has compiled a selection of web pages and information sheets on mental health and coping with the effects of COVID-19. These resources are a selection from key organizations in the field. We will continue to update this list as new resources become available.” Hotline contact information Suicide Prevention Lifeline 1-800-273-8255 The Suicide Prevention Lifeline has a lifeline available 24/7 for those facing negative thoughts, emotional challenges, and suicidal thoughts. Carolynn Lee explains that this resource “is always available and it doesn’t have to be because you are at that point where there’s no coming back. It’s always available, even if you’re just having those negative thoughts. There are resources there.” There is also a text line that has “great resources not only on suicidal thoughts or self-harming thoughts but also on how to cope with bullying and how to deal with the different life stressors that follow our children through social media.” Disaster Distress Helpline Call or text 1-800-985-5990 The Substance Abuse and Mental Health Services Administration (SAMHSA) has a Disaster Distress Helpline that provides 24/7, 365-day-a-year crisis counseling and support (in English and Spanish) to people experiencing emotional distress related to natural or human-caused disasters. Substance Abuse and Mental Health Services Administration 1-800-662-HELP (4357) Free, confidential, 24/7, 365-day-a-year treatment referral and information service (in English and Spanish) for individuals and families facing mental and/or substance use disorders. Veterans Crisis Line Call 1-800-273-8255 (Press 1) 24/7, confidential crisis support for Veterans and their loved ones. Online chat and text are also available via 838255. The National Alliance for Mental Illness, NAMI 1-800-950-NAMI (6264) The NAMI Help Line can be reached Monday through Friday, 10 a.m. – 10 p.m., ET. Call 1-800-950-NAMI (6264), email info@nami.org, or text NAMI to 741-741 to connect with a trained crisis counselor and receive free, 24/7 crisis support. National Domestic Violence Hotline 1-800-799-7233 Text “START” to 88788. Online chat also availble. TTY available through 1-800-787-3224. National Sexual Assault Hotline 1-800-656-4673 Online chat is also available. National Child Abuse Hotline Call or text 1-800-422-4453 Online chat also available. The Trevor Project’s Lifeline 1-866-488-7386 Text “START” to 678-678. Online chat is also available. As recommended by the CDC, if you or someone you know is in a mental health crisis, get immediate help: Call 911 Contact the National Suicide Prevention Lifeline by calling 1-800-273-TALK (8255) for English or 1-888-628-9454 for Spanish. You can also chat via Lifeline Chat. Contact the Disaster Distress Helpline by calling or texting 1-800-985-5990 (press 2 for Spanish). Copyright © 2022 by Arete Coach™ LLC. All rights reserved.

Episode #1060: Have you ever wondered what it takes to be a leader and who can be a leader? Glean insight from Stella Odogwu, an executive coach, speaker, talent development consultant, podcaster, and leader in women’s leadership development, as she sheds light on her mission to help others find the leader within themselves. Topics discussed during this episode include Stella’s journey to executive coaching, her coaching program "Catapult Your Career," and her skill in helping others overcome imposter syndrome. About Stella Odogwu Stella Odogwu is an executive coach, speaker, talent development consultant, podcaster, and leader in women’s leadership development. She is the Founder and Coach of Intelle Coaching Solutions and coaches out of Orange County, California. Through her organization, Intelle, she helps transform women from skilled experts to highly fulfilled senior executives. Her work has been featured on Business Insider, CBS, Thrive Global, and Fast Company. Stella has a passion for helping women increase their impact, income, career, and quality of life—all while prioritizing themselves and their families. Through her coaching, Stella has helped many business leaders overcome imposter syndrome and develop their executive presence. Her clients have seen a 50% increase in employee engagement, transitions from senior director to vice president, as well as transitions from individual contributors to global team leadership. Some of her clients include individuals and teams from Facebook, Microsoft, Google, Procter & Gamble, among others. Before Stella’s career in executive coaching, she held several executive positions with Terex Corporation, Henkel, Danaher Corp, and Kellogg Company. She uses her experience and skills in leadership to help women reach their fullest potential and develop their skill sets as business leaders. Key highlights From executive to executive coach Timestamp 02:29 Stella shares that when she started her career journey, she “didn’t even really realize there was such a thing as coaching.” However, early in her career, she knew that she enjoyed it when people came to her and asked questions or asked for advice. She also realized that she enjoyed the coaching and mentoring part of her role as an executive more than her supply chain duties. Stella explored this realization and ultimately started her own business, Intelle Coaching Solutions. The value of education, training, and mentorship Timestamp 03:57 Stella has a vast background in education. She explains that her parents instilled the value of education in her as a child. She shares that “they scraped and saved and did everything they could to make sure that I got the best education from very early in my life.” Early in her career, she worked with companies that invested in her and her education, training, coaching, and mentorship. Severin agrees with Stella on the importance of education and shares how he often reminds business school students about the importance of valuing mentorship and training when choosing their first careers out of college. Furthermore, Stella shares that she has had several mentors and coaches to help bring out the best in her and shares a metaphor for coaching. Through these mentorship and training opportunities, Stella has learned from the “situational leadership opportunities that have arisen.” She also uses her corporate career as a tool for her personal development and growth. “You are uniquely suited for leadership” Timestamp 12:32 When asked about her learnings throughout her career, Stella shares that she has learned that everyone is “uniquely suited for leadership.” She explains, “I think a lot of times people think, ‘I’ve got to look like this other person. I’ve got to sound like this person… I’ve got to be somebody else in order to succeed here or at this level’.” From her experience climbing the corporate ladder and moving to the U.S. from Nigeria, she has learned that everyone is uniquely suited for leadership. Stella states, “there is something about you, something about your world, your education, your background, whatever it might be your way of thinking… once you wrap your mind around that and you start to believe it the sky’s the limit….know that everyone else is taken and so you have to be yourself.” In her coaching, Stella has a program called Catapult Your Career. This helps women find the leader within themselves and “take them to the C-Suite.” She helps women “land those skip level promotions to the top so they can make more money… have a better quality of life… [and] make more impact” all while helping them find the leader within themselves and what makes them “uniquely suited for leadership.” Misconceptions of imposter syndrome Timestamp 18:55 Stella also helps leaders defeat their imposter syndrome. She explains that “one of the biggest misconceptions is that imposter syndrome is something that only certain people deal with, or it only happens at this level.” Imposter syndrome can happen to an individual at any level of their career. She states that imposter syndrome can negatively affect your creativity, which can have negative consequences on productivity and problem-solving. Through her coaching, she helps business leaders “dig deep,” identify how imposter syndrome affects them, and how to best manage it. “Do the work” Timestamp 29:09 When asked about a recently learned lesson, Stella explains that “wherever you go, there you are… no one’s perfect” and that we should always continue to “do the work… even if you think you’ve done the work, there’s a next level of work to be done. There’s a next level of growth, the next level of leaders.” Stella always encourages her clients and herself to keep growing and pushing towards growth. One of the ways that she continues to grow is through the help of her own coaches. She shares that her “philosophy is that whatever is important to me, whatever is important in my life, whatever area of life is important to me, I’m going to hire somebody to help me be the best in that area.” Confidence and competence Timestamp 36:08 Severin poses the question, “is confidence enough?” and states that “there are some who say you need to fake it till you make it. Is faking it truly a great approach?” Stella agrees that “faking it till you make it” is not sustainable or a good idea. She explains that employers will “see through the faking it” and that faking it can have a “great cost to your health.” In her coaching, she avoids these negative consequences by not advising the “fake it till you make it strategy” but instead instilling the importance of confidence in oneself and abilities. This helps her clients be more creative, agile, and have more impact. Severin agrees with Stella’s strategy and states that “competent people should lean into their competence with confidence.” Setting boundaries as a coach Timestamp 42:50 Throughout her coaching career, Stella has learned the importance of setting boundaries. She explains that as a coach, “if you can do it for them, you would. If you could go in there and fix it, you would” however, time and energy are limited resources. Therefore, Stella creates boundaries to stay in her “zone of genius, which is to provide that strategy and provide that guidance, but really let people do what is ultimately best for them or what they deem to be best for them.” Severin shares a story from his own coaching career where he wishes a client would have taken his advice, but they did not. While this ended up costing the business some financial gain, Severin states that “you can only do so much as a coach to raise awareness. They’ve got to drive their business.” Changing the narrative of leadership Timestamp 47:28 When reflecting on her older and wiser self, Stella shares that if she could “change the narrative and the conversation… around what it takes to be a leader, what it means to be a leader, [and] who can be a leader,” to show that anyone is capable of being a leader, she “would feel really, really good.” By changing the conversation about what a leader looks and leads like, Stella hopes to change the trajectory for “hundreds and thousands of lives and careers, especially for women in the corporate landscape.” 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.

Employee engagement has been identified as a critical factor in corporate success. Despite its importance, global rates of employee engagement are shockingly low at 20%. With the opportunity that an engaged workforce provides for improving resiliency, turnover, profitability, productivity, well-being, and absenteeism, employee engagement has become a priority among business leaders and executive coaches. Here’s a breakdown of the trends and research you should know about, and consider, when addressing employee engagement. “Employee engagement is an investment we make for the privilege of staying in business.” - Ian Hutchinson Current engagement trends Employee engagement is rising in the United States, but not globally According to Gallup, 39% of employees in the United States were engaged in their jobs in 2021—a 3% increase year-over-year. Despite the fact that less than half of America’s workforce is engaged, we are experiencing “new record level of employee engagement” (Harter, 2021). For context, only 20% of employees globally are actively engaged in their jobs—a 2% decrease from 2019 (Gallup, 2021). Remote employees are more engaged than in-person employees Research has shown that “employees who work remotely at least some of the time had the highest levels of engagement” (Harter, 2021). This engagement has continued to increase despite COVID-19. Compared to in-person employees in 2020, remote employees were at least 6% more productive when working from home (Harter, 2021). “To win in the marketplace you must first win in the workplace.” - Doug Conant Manager engagement is declining Reports show that in 2020, manager engagement “declined from 34% to 33%” (Harter, 2021). This is a concerning low level of engagement for management professionals, given that engagement of management affects “70% of the variance in team engagement” (Harter, 2021). Engaged managers lead engaged and informed teams. When managers are not engaged, employees can easily disengage from their work and reduce their productivity due to the reduced risk of sub-par efforts being noticed. Best practice = best engagement According to research by Gallup, “best practice organizations” that have high-impact leaders have a 73% rate of employee engagement. These companies’ heightened rate of employee engagement is a distinguishing factor between the average business and the successful tycoon. Why employee engagement matters “Employees are a company’s greatest asset- they’re your competitive advantage…” - Ann M. Mulcahy Resiliency Current research indicates that employee engagement has a significant relationship “to performance in economic crisis” or other challenging circumstances (Harter, 2020). When employees are engaged, they are more resilient to challenges in the marketplace or workplace. This can help organizations maintain high levels of productivity and high standards of customer service when competitors with lower levels of engagement might suffer. Decreased turnover Organizations that are in the top 20% of companies in terms of employee engagement have “59% less” employee “turnover” (G., 2021). Replacing employees can cost employers anywhere from 6 to 9 months of their annual salary (Merhar, 2020). By increasing employee engagement, employers can save thousands of dollars in hiring costs. Increased profitability and productivity Gallup’s polls have found that between companies with high rates of engagement and those with low rates of engagement, companies with a higher rate of engagement are more productive and more profitable. Companies with high engagement rates found a 23% median increase in profitability. These same companies also had a 14-18% median increase in productivity depending on the field of work. This also correlates with a 41% decrease in production defects when employees are engaged as well (Harter, 2020). Increased wellbeing Research has found that companies with high rates of employee engagement had a median well-being increase of 66%. When employees are engaged in their work, they can begin to find meaning and purpose in their work. Associate Professor Michael Steger shares that “If you have a meaningful job you’re less dependent on what happens within the controls of those outside of you. You’re more expressive of what truly matters to you, you’re using strengths you have and you’re working to make a positive impact on the planet around you” (McQuaid, 2016). Research has shown that when employees feel like they have meaning in their work, they are likely to have a greater sense of well-being (Michaelson et al., 2013). Decreased absenteeism Engaged employees are less likely to miss days of work. Compared to organizations with low employee engagement, highly engaged workplaces have a median of 81% less absenteeism (Harter, 2020). This has several positive impacts on the overall well-being of an organization. Firstly, decreased rates of absenteeism can increase overall productivity. Secondly, this increase in productivity can increase profitability. Lastly, employees who are present in the workplace are more likely to develop their careers within the same company, leading to an increase in internal employee development. “When employees join executives in truly owning the responsibility for business success, an exciting new sense of teamwork takes hold.” - Punit Renjen How to increase employee engagement Increase feedback During the recent increase in employee engagement in the United States, 45% of employees reported getting “feedback from their manager either daily or a few times per week”—an increase from previous years. Research has found that “meaningful feedback is a critical factor in the engagement of all workers, especially remote ones” (Harter, 2021). This increase in feedback is also correlated with the increase in remote employment. Because of this, we can deduce that an increase in feedback, despite the employment type, can increase an organization’s overall employee engagement. Increase manager engagement As manager engagement declines, organizations need to invest in developing more engaged managers. Manager engagement is responsible for 70% of “team engagement” (Harter, 2021). The Center for Creative Leadership recommends that employers should “provide routine feedback” for managers and “delegate more” responsibilities. HR Technologist shares that employers can increase managerial engagement by setting goals with managers, developing leadership programs, and supplying “benefits beyond the ordinary” (BasuMallick, 2019). Investing in the development of your managers can directly increase their engagement, producing additional increases in employee engagement rates. Invest in wellbeing Studies have shown that engaged employees who are “struggling or suffering in their overall lives have a 61% higher rate of burnout” (Harter, 2021). By investing in the well-being of employees, employers reduce their risk of losing valuable employees due to burnout and ultimately increase the benefits and longevity of their employees’ engagement. Research by Gallup shows that employees who are engaged in the workplace and have a positive sense of well-being are “59% less likely to look for a job with a different organization in the next 12 months,” “45% more likely to report high levels of adaptability in the presence of change,” and “miss 70% fewer workdays because of poor health over the course of a year” (Witters & Agrawall, 2015). Investing in the well-being of employees has a three-fold benefit: it increases the benefits of employee engagement, increases the longevity of employees’ engagement, and makes engaged employees more resilient to struggles. The main takeaway Organizations with high rates of employee engagement are more resilient to change, have a decreased rate of turnover, are more profitable, are more productive, have a higher rate of well-being amongst employees, and have decreased rates of absenteeism. Despite these benefits, globally, only 20% of employees are actively engaged in their careers. Due to the wide range of benefits that come from an engaged workforce, business leaders and executive coaches should consider methods of increasing employee engagement including (i) investing in managers, (ii) encouraging feedback, and (iii) investing in the wellbeing of employees to improve profitability, workplace culture, and employee development. “You can’t have a growth story without an engaged team.” - Alan Smith References Alder, G. S., Noel, T. W., & Ambrose, M. L. (2006). Clarifying the effects of Internet monitoring on job attitudes: The mediating role of employee trust. Information & Management, 43(7), 894-903. doi:10.1016/j.im.2006.08.008. BasuMallick, C. (2019, August 14). Are You Taking Care of Manager Engagement? Retrieved from https://www.hrtechnologist.com/articles/employee-engagement/are-you-taking-care-of-manager-engagement/. Center for Creative Leadership. (n.d.). Using Data to Strengthen 4 Areas of Employee Engagement. Retrieved from https://www.ccl.org/articles/leading-effectively-articles/data-for-4-areas-of-employee-engagement/. G., D. (2021, August 06). 25 Astonishing Employee Engagement Statistics for 2021. Retrieved from https://techjury.net/blog/employee-engagement-statistics/#gref. State of the Global Workplace 2021 Report [Review]. (2021). Harter, J. (2020, October 16). U.S. Employee Engagement Reverts Back to Pre-COVID-19 Levels. Retrieved from https://www.gallup.com/workplace/321965/employee-engagement-reverts-back-pre-covid-levels.aspx. Harter, J. (2020, May 20). Is Your Culture Resilient Enough to Survive Coronavirus? Retrieved from https://www.gallup.com/workplace/311270/culture-resilient-enough-survive-coronavirus.aspx. Harter, J. (2021, August 23). U.S. Employee Engagement Rises Following Wild 2020. Retrieved from https://www.gallup.com/workplace/330017/employee-engagement-rises-following-wild-2020.aspx. Kay & Black. (2019, March 27). Ghosting And The Art Of Disappearing. Retrieved from https://www.kayandblack.com/ghosting-and-the-art-of-disappearing/. McQuaid, M. (2016, January 08). Can You Help Others Find Meaning In Their Work? Retrieved from https://www.psychologytoday.com/us/blog/functioning-flourishing/201601/can-you-help-others-find-meaning-in-their-work. Merhar, C. (2020, June 02). Employee retention: The real cost of losing an employee. Retrieved from https://www.peoplekeep.com/blog/employee-retention-the-real-cost-of-losing-an-employee. Michaelson, C., Pratt, M. G., Grant, A. M., & Dunn, C. P. (2013). Meaningful Work: Connecting Business Ethics and Organization Studies. Journal of Business Ethics, 121(1), 77-90. doi:10.1007/s10551-013-1675-5. Stokel-Walker. (2020). Cyberloafing: The line between rejuvenating and wasting time. Retrieved from https://www.bbc.com/worklife/article/20200206-cyberloafing-the-line-between-rejuvenating-and-wasting-time. Witters, D., & Agrawal, S. (2015, October 27). Well-Being Enhances Benefits of Employee Engagement. Gallup. https://www.gallup.com/workplace/236483/enhances-benefits-employee-engagement.aspx. Copyright © 2022 by Arete Coach™ LLC. All rights reserved.

Episode #1061: In this episode of the Arete Coach Podcast, Nathan Biddulph, an Executive Coach, Occupational Therapist, and Neuro Skills Coach for competitive athletes, actors, and business owners, shares the importance of neuro skills and their impact in finding your “flow.” Also discussed are the importance of quick reaction times, decision making, and pattern recognition for both athletes and business leaders. Continue reading for an inside look at the influence occupational therapy and neurocognitive skills have in achieving optimal performance in business and sports. About Nathan Biddulph Nathan Biddulph is an Executive Coach, Occupational Therapist, and owner of Neuro Skills Coach where he provides elite neuro skills training for athletes, actors, and business owners. In his practice, Nathan helps clients build their neurocognitive skills, leading them to long-term success in their lives and businesses. Nathan has worked with athletes such as Alex Nedeljkovic, an NHL 2021 Calder Trophy finalist, Jameson Taillon, the July 2021 American League Pitcher of the Month, and Josh Bell, the Major League Baseball All-Star First Baseman. Before Neuro Skills Coach, Nathan was the Director of Rehabilitation and the Lead Occupational Therapist for various companies where he developed, designed, and implemented neurological skills training, administered neurocognitive classes, and created individualized programs for clients. In 2014, Nathan received his master’s degree in occupational therapy at the University of St. Augustine for Health Sciences. Nathan has a passion for helping others succeed by improving their neuro skills through his coaching practice. Key highlights The connection between sports psychology and coaching Timestamp 00:12 To kickoff the podcast episode, Severin Sorensen, host and curator of the Arete Coach Podcast, shares insight from the American Psychological Association (APA) on how NFL teams hire psychologists to care for players and deliver mental skills training. The NFL and NFLPA (National Football League Players’ Association) have standardized the care that each NFL team receives by “creating a culture of prevention across the league.” Now, each NFL team has a licensed behavioral health clinician, and about 75% have psychologists who spend 8 to 12 hours a week at the team’s facility. Some are even now saying that it is essential for these mental health providers to obtain “specialized training in sports psychology.” Severin also shares that the Association for Applied Sport Psychology (AASP) defines “sport and exercise” psychology as “extending theory and research into the field to educate coaches, athletes, parents, exercisers, fitness professionals, and athletic trainers about the psychological aspects of their sport or activity. A primary goal of professionals in applied sport and exercise psychology is to facilitate optimal evolvement performance and enjoyment in sport and exercise.” Severin then describes the origin of sports psychology. He closes by stating that sports performance psychology, in some ways, is like executive coaching in that it is “designed to help people learn how to become the best they are capable of becoming in their performance endeavors” and that performance psychologists help “people reach their potential rather than” focus on improving mental health issues. Neuro skills and all-star athletes Timestamp 12:39 Nathan shares that he has been working in the neuro field for the majority of his career. Before starting Neuro Skills Coach, Nathan created individualized programs and classes for those with neurological disabilities. While doing this, he heard that Steph Curry was undergoing neuro skills development to better his professional basketball career. Soon, Tom Brady and Michael Jordan also announced that they were working on their neuro skills to further develop their athletic ability. Nathan saw the connection between the skills he was helping others develop and the benefit that it can provide sports professionals and started his business, Neuro Skills Coach. Today, he helps professional athletes, actors, and business leaders develop their neuro skills. When working with athletes specifically, Nathan helps his clients build up their “processing speed.” Pattern recognition Timestamp 19:38 Another neuro skill that Nathan helps his clients develop is “pattern recognition.” This neuro skill is important not only in sports but in business as well. Nathan describes pattern recognition as “being able to pick out…what’s going on and what no one else is seeing, and getting there before everyone else…” Pattern recognition involves being innovative and can be a “huge win for executives,” business leaders, and sports professionals. Transitioning from occupational therapy to coaching Timestamp 21:52 Nathan’s official transition from occupational therapy to Neuro Skills Coaching was spurred by the COVID-19 pandemic. Previously, Nathan managed a full-time occupational therapy job while also helping high school athletes build their neuro skills. His side-hustle continued to grow from clients in high school to all-star athletes. Nathan shares that his business “spread like wildfire because it was working.” When the COVID-19 pandemic came, Nathan’s work with adults who have neurological disorders was put on hold. From this, Nathan turned to his Neuro Skills Coaching full-time. Getting into the state of “flow” Timestamp 26:15 Nathan explains that his neuro skills coaching “goes hand-in-hand” with other pitching, hitting, and mechanical coaching. By helping his clients develop their neuro skills, he is helping his clients “be a sponge” and “get in that flow state and how to be explosive.” Nathan shares that while a mental skills coach would instruct a golf player on what to think about and visualize while playing golf, he would instead teach them about recognizing patterns on the golf course and how to get into the state of flow, so they don’t get “caught up in their mind.” Forming habits Timestamp 28:27 Severin comments on the importance of discipline in the lives of those who are leaders and asks if there are any neuro skills that could be considered “discipline.” Nathan shares that in his coaching, he helps his clients form habits and “form those pathways” neurologically. He will also share with his clients the difference between motivation and follow-through. Although his clients are highly motivated, Nathan helps them take the next step by teaching consistency and how they can set themselves up for success. Building “that Schwarzenegger bicep of a brain” Timestamp 34:43 Nathan works with his clients on varying schedules based on their availability. A common practice for his clients is taking the weekends off so they can give their “brain a break.” He explains that doing neuro skills work is like “going to the gym for your brain… so that you can have that Schwarzenegger bicep of the brain.” In order to help his clients stay motivated while doing this work, he makes the exercises that he prescribes fun for each individual client. This helps the neuro skills drills have a greater impact and helps the client continue to practice them. He also encourages his clients by sharing with them what they are good at doing and reminding them of their progress. Setting clients up for success Timestamp 44:17 Sometimes, Nathan will work with a client for 30 minutes because of their busy schedule. In order to get the most out of these 30 minutes, Nathan recommends “a little cardio” because “it primes your brain” and gets the blood flowing. He shares that for business professionals, “the best time to do exercise… is in the morning” before the workday begins. Failure as a stepping stone Timestamp 46:25 Nathan shares that one of the “biggest failures of [his] life” is when he failed an internship for his occupational therapy degree. Because of this, he had to move to Florida where he met his wife and was able to put together an album for his music. Nathan views this failure as a stepping stone to his success and shares that “all this stuff… opened up in my life because of failure. So, I think, one thing I learned from this is… there’s a reason and when we fail at something, we learn to do other things better… it’s definitely made me not afraid to fail in the future.” 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 #1062: In this episode of the Arete Coach Podcast, Dr. Norbert Izsák, a Master Certified Coach (MCC), Mentor Coach, and Founding Member of the PTF Coach Academy, sheds light on how he incorporates Christian and biblical theology into his coaching, his work as a mentor to other executive coaches, the role of questions in the coaching relationship, and the development of coaches from Associate Certified Coach (ACC) to Professional Certified Coach (PCC), and Master Certified Coach (MCC) thereafter. About Dr. Norbert Izsák Dr. Norbert Izsák is a Master Certified Coach (MCC), Mentor Coach, Founding Director of the PTF Coach Academy ACTP EQA, ICF Credential Assessor, Executive Coach, Speaker, and Member of the ICF Hungary Accreditation Committee. Dr. Norbert Izsák assesses the performance of American, British, French, and Hungarian coaches. He also coaches company executives for higher performance and better interpersonal skills, while also speaking in various national and international conferences including ICF Global and EMCC Hungary. From 2002 to 2010, Dr. Izsák was a journalist and editor with HBG, a Hungarian news source, where he wrote over 700 articles on history, leadership, coaching, and management issues. Furthermore, Dr. Izsák has received his doctorate in philosophy, for which he graduated Summa Cum Laude, and a master’s degree in European history and leadership studies. Key highlights “Adam, where art thou?” Timestamp 02:46 When asked how Christianity and coaching come together, Norbert shares that he believes “good coaching has some roots in biblical anthropology.” He uses an example from one of the first questions in the Bible, “Where art thou?” and explains that while God knew where Adam was, he still asked the question. Norbert explains that “it’s a self-realization and self-recognition.” He also shares how Jesus would ask questions and says, “If Almighty God does not have the courage to override people’s ambition and people’s aspiration, we as coaches shouldn’t do that.” Coaching in Hungary Timestamp 09:16 Norbert shares that coaching, from a Hungarian perspective, is “not very well defined.” Although there are definitions set in place by the ICF and EMCC, the Hungarian perspective of coaching is that “a coach is someone who says loudly very, very self-righteous things.” Currently, in Hungary, there is a small percentage of the population who are coaches, and the general public doesn’t have a good definition of what coaching is. Because of this, many executive coaches in Hungary do TV and media interviews explaining what coaching is. However, internationally, the coaching industry continues to grow and develop with a properly defined definition from the ICF and EMCC. Coaching with affirmation Timestamp 21:38 After being asked what aspects of the Christian perspective Norbert brings into his coaching, Norbert shares that while his coaching academy abides by the ICF standards of what coaching is, he also incorporates the “affirmation” of clients from the Christian perspective. Norbert explains that “it goes back to the Old Testament as well. Everything God has created, he saw it was good. So, we start with this affirmation when we dive into coaching that we want to affirm the good thing that is in our client that is in mankind.” In coaching, Norbert believes that coaches serve as cleaners of the channel between the client’s thinking, heart, and beliefs so that they can “find the right suitable answers for [their] own challenges in his own heart.” From ACC, to PCC, to MCC Timestamp 32:41 When mentoring executive coaches, Norbert has found that there are key differences between the way ACC, PCC, and MCC coaches coach. He has found that those early in their coaching careers will ask leading questions, give advice, or give training. Norbert explains that at the ACC level, executive coaches often “work through a process” or “model.” At the PCC level, coaches become “more professional and… start working with the client,” helping them with their thinking. Often, PCC coaches will use a list of questions. Lastly, at the MCC level, coaches have fully developed their coaching and continue to do so while partnering with their clients and helping them work through their challenges. Thinking globally Timestamp 39:07 According to Norbert, the innovation that is most needed currently for executive coaches is the ability to think globally and examine how their actions will interact with the broad environment around them and their clients. For example, Norbert shares that coaches should ask “how does my job with this particular team or with this particular company” produce benefits for the future? “How will this impact the economy globally?” By looking at the clients who executive coaches serve “holistically,” Norbert believes that executive coaches can provide better coaching that best suits their client’s needs. Coaching with head, heart, and gut Timestamp 51:28 Throughout his coaching experience, Norbert has learned the importance of working with an understanding of his own emotions. Norbert shares that he previously “approached coaching very cognitively” but that he “had to learn to be present with [his] heart and not only with the good emotions…” but also with his gut feelings. Today, Norbert has learned to use his emotions within his coaching with skill and in ways that are “beneficial for the whole of the process.” 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.