Episode #1072: In this episode of the Arete Coach Podcast, Dr. Shahrzad Sherry Nooravi, an Executive Coach, Organizational Psychologist, Speaker, Author, CEO, ICF Master Certified Coach (MCC), and Founder of Strategy Meets Performance, discusses the importance of creating an intentional culture, emphasizing growth and development, her journey towards becoming an ICF Master Certified Coach, and the power of positive praise. About Dr. Shahrzad Sherry Nooravi Dr. Shahrzad Sherry Nooravi is an Executive Coach, Organizational Psychologist, Speaker, Author, CEO, ICF Master Certified Coach (MCC), and Founder of Strategy Meets Performance. Dr. Shahrzad earned her MCC after training at the Center for Creative Leadership and the Hudson Institute of Coaching. Today, she helps business leaders through her organization, Strategy Meets Performance, out of San Diego, California. Dr. Shahrzad helps individuals, teams, and organizations lead in empowering, bold, and inspiring ways so that their strategy meets their performance. She believes that each of her clients can be the change they want to see in the world and she helps leaders celebrate their strengths and success, share their voices, and work on what may be holding them back from their deepest potential. In doing this, she transforms the leadership of teams, individuals, and company cultures. In addition to her role at Strategy Meets Performance, Dr. Shahrzad has been an adjunct faculty member for the Center for Creative Leadership since 2010. In 2021, Dr. Shahrzad was the Vice-Chair of the Organizational Development Network and President of the San Diego chapter of the International Coaching Federation (ICF). She is a highly successful author, speaker, group coach, and workshop leader, covering topics such as culture, teamwork, and resilience. Her upcoming book, A Powerful Culture Starts with You, breaks down culture and leadership in a unique and interesting manner with case studies and tips for leaders. Through her work, she has received multiple awards such as the 2019 Women to Watch award and the 2015 Circulate San Diego Citizen of the Year award. Key highlights A Powerful Culture Starts with You Timestamp 17:13 When recording this podcast, Dr. Shahrzad was working towards publishing her book A Powerful Culture Starts with You. In discussing this book, Dr. Shahrzad shares that through her many years of working with CEOs, giving speeches, and hosting discussions, that CEOs and their executives would often say, “culture feels ambiguous. I get it and I don’t. Tell me what to do.” This inspired her to start writing A Powerful Culture Starts with You. In her book, she uses step-by-step processes and case studies that help others understand how and where culture develops. In her book, she uses the acronym “watch it” meaning: W: Walk around A: Ask, seek, explore T: Take in feedback C: Clarify and understand H: Handle your ego I: Inspire a new plan T: Take charge of growing yourself and your culture She follows this acronym with coaching models and quotes to help executives be the start of their powerful cultures. Defining the “natural energy” of an individual Timestamp 24:51 When discussing what assessments she uses in her coaching practice, Dr. Shahrzad shares that the cause of some difficulties we face is that they are “outside” of our “natural energy.” She explains that natural energy is much like how a person functions as an introvert or extrovert. In summary, Severin describes natural energy as identifying the “gap between somebody’s natural and adapted or pretended states.” Dr. Shahrzad also applies this concept of natural energy to the Big Five Personality Traits. She shares there are different energies people have when responding to stress and making goals. By understanding the natural energy or state of a client, Shahrzad can help them better understand their strengths and weaknesses, ultimately helping them achieve their goals. “Bit by bit the bird builds her nest” Timestamp 32:30 When asked what personal mantras or sayings Dr. Shahrzad uses in her life, Dr. Shahrzad shares a French saying which translates to, “Bit by bit the bird builds her nest.” She explains that she had to remind herself of this saying anytime there was a large project that she had taken on and wishes that she knew this saying when she started her business. In starting her business she learned that “it takes time. It’s bit by bit.” Just like the bird who builds her nest. Becoming an ICF Master Certified Coach Timestamp 36:16 When discussing her journey to obtaining her MCC credential, Dr. Shahrzad states that she believes the certification “raises the industry of coaching.” As she worked towards her certification, she was led to The Hudson Institute of Coaching. In this process, she also worked with a mentor coach who helped her sharpen her coaching to better help the executives and business leaders she works with. Biography as a coaching tool Timestamp 47:49 One of Dr. Shahrzad’s favorite coaching tools is the creative biography. Using this tool, she instructs clients to “get creative” and include pictures or images of their goals and what is important to them. In the biography exercise, she asks several questions such as “what positives have you held?”, “what went well with those?”, “what could have been better?”, “tell me about your family background”, “currently, what are your hobbies?”, and “what do you do to recharge?” She will also ask about the things that her clients are proud of, things they have achieved, and their future. She states that she encourages “them to include pictures of their family, pictures of what things they would like to have because there is something really important about visualization.” She uses this tool as a self-discovery tool for clients and a tool that helps her get to know and serve her clients better. 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 #1073: In this episode of the Arete Coach Podcast, Danny Creed, an Executive Development Coach, Business Coach, Keynote Speaker, Corporate Trainer, Coach Recruiting Expert, and Musician, discusses his path to executive coaching as well as his experience and learnings as an entrepreneur, musician, and coach. Danny shares insight from his book, A Life Best Lived, and shares the value of focusing on “what is” instead of “what if.” Continue reading for a new perspective on how coaching can serve as a “lighthouse of possibility.” About Danny Creed Danny Creed is an Executive Development Coach, Business Coach, Keynote Speaker, Corporate Trainer, Coach Recruiting Expert, and Musician. Danny has been with FocalPoint Business Coaching 15 years. After starting with FocalPoint as a Keynote Speaker in 2007, Danny started business coaching for musicians and performing arts professionals in 2008. That same year, he also started coaching and consulting executives. Today, Danny continues coaching executives and musicians while also volunteering as a mentor and coach for Brothers in Blue. He also is a volunteer and mentor for Junior Achievement of Arizona. Among Danny’s many achievements, he has been named a best-selling author with his books Straight Talk…Thriving in Business, Champions Never Make Cold Calls, Bootstrap Business, A Life Best Lived, The Successful Mind, and The Successful Spirit. He is also 6-time winner of the Brian Tracy Award for Sales Excellence, 2010 FocalPoint International Coaching Practice of the Year, and 2019 FocalPoint Coaching and Training International Coaching Practice of the Year. As Danny coaches his clients, he seeks to be a “lighthouse of possibility,” showing them the power of focusing on “what is” instead of being held back by “what if.” Key highlights Moving from “what if” to “what is?” Timestamp 10:10 During the COVID-19 pandemic, Danny shares that 100% of his clients experienced growth in their businesses. Danny explains that in his coaching, he led his clients to focus on the “what is” instead of the “what ifs.” Danny shares that he sat down with each client and said “I acknowledge that terrible things are happening… I’m not leaving today until we come up with two possibilities that this will offer us.” He explains that in history, millionaires are made during difficult times because they asked, “what’s the potential here?” In helping his clients see the possibilities for their companies instead of focusing on the negative “what ifs,” Danny was able to help them grow their businesses despite the challenging times. A recipe for success and a strong foundation Timestamp 17:44 Danny shares that one of the greatest things he has ever learned was the recipe for success. He explains that there are about 14 ingredients that focus on the foundations of business like “priority management, time management, goal setting, clarity of business, sales” and other topics. In his coaching, Danny works with each client to identify their input on each ingredient included in the recipe for success. He explains that “we usually find the biggest opportunities by really looking at foundation first.” Being a “lighthouse of possibility” Timestamp 26:47 When asked what he has recently learned, Danny shares that there are two types of mindsets: the survival and the possibility mindset. In his coaching, Danny Creed seeks to be a “lighthouse of possibility” and help his clients transition from a survival mindset to a possibility mindset. He shares that executive coaches, “have to be that one lighthouse that gives people hope.” Listen to the music Timestamp 34:04 When discussing his role as a musician, Danny shares that being a musician has helped him become a better listener. He explains that when executive coaches listen, “clients will tell you what to do for them” and “prospects will tell you how to sell them.” Danny also recommends asking questions. He states that “active listening is more about asking a question… just stop talking, and listen.” Allow yourself to dream Timestamp 42:56 Danny shares a question that he was taught by a mentor, Brian Tracy: “If you could dream as big as you possibly could dream, how big would you allow yourself to dream?” He shares that previously in life, his mindset was “I’m a farm boy. I’m not supposed to be successful. This is my life.” However, when he allowed himself to dream and overcome the limitations he placed on himself, he developed into the great coach he is today. Danny uses this question and this mindset in his coaching today, to help business leaders and executives dream big and achieve even bigger dreams. 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.

Research shows that resiliency is an important characteristic of successful workplaces and employees. Research from the Journal of Research in Personality indicates that resiliency is “positively related to job satisfaction, work-life balance, and quality of life; and negatively related to physical/psychological symptoms and injuries at work” (Siu et al., 2009). Furthermore, research from MHR International Group indicates that “workforce resilience improves performance.” In order to continue developing successful workforces and employees, employers must now navigate how to continually support resiliency building. Below we discuss how employers can create workplaces of resilience and help employees become more resilient in the face of today’s challenges including mental and physical health, family relationships, financial situation, fears about global unrest, and the affects of inflation. “Resilience is our ability to bounce back from life’s challenges and unforeseen difficulties…” - Michael Rutter Building employee resilience Employees are the building blocks of the workforce. Because of this, it is important that employers invest in the individual resiliency of their employees. When employees themselves are more resilient, research indicates that they will experience increases in “job satisfaction, work-life balance, and quality of life.” This same research also indicates that they will experience fewer negative “physical/psychological symptoms” such as depression, anxiety, the physical impacts of stress, and fewer “injuries” in the workplace (Siu et al., 2009). Dr. Karen Lloyd, Dr. Abigail Katz, and Dr. Nico Pronk summarize the need for employee resiliency well in their 2016 publication: “If workers do not have emotional resilience skills and habits to help support them during these times, their productivity declines. Work-related requirements such as precision and accuracy, problem-solving, interpersonal communications, as well as speed and quality of work output will suffer. This general state may be considered part of presenteeism, which is typical when workers are demoralized, distracted, overwhelmed, or otherwise not coping well with stress. It is important to note that the stressors may be from work-related or personal issues, but frequently, stress in one sphere is accompanied by stress in the other…” (Dr. Lloyd et al., 2016) In response to this increased need for employee resiliency, we outline several ways that employers can help their employees build greater resilience. Focus on mental health Current mental health crisis Research from MHR International Group states that resilient organizations must have employees that have the “right skills and support to work at their best all the time.” They also indicate that leadership emphasizes “empathy” and “emotional intelligence.” According to the American Psychological Association’s “Stress in American” report, Americans are living in an “unpredictable state of prolonged hypervigilance and growing financial strain.” With 87% of adults feeling like there “has been a constant stream of crises over the last two years” and many American adults reporting “worse mental health, lower physical activity, disturbed sleep, and increased reliance on unhealthy habits,” the American population is stressed and experiencing what some have called a “mental health crisis” (APA, 2022). Impact of mental health on resiliency Resiliency has a unique connection to mental health. Research from the Journal of Personality and Individual Differences indicates that resiliency is associated with “positive indicators of mental health” (Hu et al., 2017). Furthermore, the American Psychological Association states that to build resiliency, individuals should practice mental health strategies such as keeping “things in perspective, accepting change, having a hopeful outlook, learning from the past, helping others, practicing mindfulness, building connections, and if needed seeking out a ‘licensed mental health professional such as a psychologist’” (2020). The Mayo Clinic echos these recommendations and states that “if you don’t feel you’re making progress… consider talking to a mental health professional. With guidance, you can improve your resiliency and mental well-being” (2020). Examples of mental health resources Because of the connection between mental health and resiliency, employers should consider the positive impact that mental health resources can have on employee resiliency. One way that employers can provide mental health resources is by offering insurance policies that include coverage for mental health care. The APA states that out of those who did not receive treatment from a mental health professional, 39% of them noted cost and insurance coverage for their lack of treatment (2022). Furthermore, the CDC recommends making “mental health self-assessment tools available to all employees,” offering “free or subsidized clinical screenings for depression from a qualified mental health professional, followed by directed feedback and clinical referral when appropriate,” offering “free or subsidized lifestyle coaching, counseling, or self-management programs,” distributing educational materials about “the signs and symptoms of poor mental health and opportunities for treatment,” hosting “seminars or workshops that address depression and stress management techniques like mindfulness, breathing exercises, and meditation to help employees reduce anxiety and stress and improve focus and motivation,” creating “quiet spaces for relaxation activities,” providing managers with “training to help them recognize the signs and symptoms of stress and depression,” and giving employees “opportunities to participate in decisions about issues that affect job stress” (CDC, 2019). “Resilience is based on compassion for ourselves as well as compassion for others.” - Sharon Salzberg Encourage flexibility The connection between flexibility and resiliency Research from MHR International Group explains that resilient organizations need to have “the capacity to flex without breaking.” They elaborate that this flexibility can look like “scaling up and down, reconfiguring the organization, and reallocating resources in response to new opportunities.” The University of Pennsylvania has developed the Pennsylvania Resilence Program. Their program enhances factors associated with resilience which includes “flexibility” (Craig, 2022). Furthermore, Cambridge University suggests that “flexibility in emotion processing is more conducive to resilience than a general positivity bias” (Koole et al., 2015). By encouraging employees’ own flexibility, employers support their employees' ability to be resilient in the face of adversity or challenges. How to encourage flexibility Employers can encourage employees to be flexible in their thought processes, approaches, and responses to challenges and setbacks in the workplace and in their personal lives. One way employers can encourage flexibility is by allowing employees “time to think.” According to Entrepreneur magazine, “giving your employees time away from drilling down into email, communicating in meetings, or marathoning through a project…allows them the mental energy to individually brainstorm, internalize information, and devise some of their best action plans” (Beckstrand, 2017). Another way that employers can encourage flexibility is by valuing failures. Seeing failure as an opportunity to grow gives employees the confidence to be flexible and think “outside the box” without fear of unexpected results. Furthermore, this mindset can help employees come up with creative solutions to supply chain challenges being faced by manufacturers today. Meeting employee needs A key strategy that employers can use to develop resilient employees is providing for their needs where appropriate and capable. For example, employers can help employees meet their fiscal needs by considering the current rates of inflation in the USA. According to the APA, 87% of USA adults state that the “rise in prices of everyday items due to inflation” is a significant source of stress (2022). However according to the Society of Human Resources, “planned pay raises…are unlikely to keep up with inflation” and the “real value of wages [are] on a steady decline when measured against rising prices” (Miller, 2022). Employers can also ensure that their employees have all their workplace needs met. Do they have the resources necessary to do their jobs well or do they waste time looking for resources? “It’s your reaction to adversity, not adversity itself that determines how your life’s story will develop.” - Dieter F. Uchtdorf How to build a resilient workforce According to MHR International Group, “93% of HR professionals agree that building the right levels of workforce resilience is a top priority for HR.” They also found that 82% of the most resilient organizations had greater “customer satisfaction” when compared to their competitors, unlike the least resilient organizations. Furthermore, 76% of the most resilient organizations have a positive brand reputation and rate highly for employee engagement. Lastly, they found that 86% of the most resilient organizations “rate very highly for employees having a positive attitude at work compared to 18% of the least resilient organizations (MHR, n.d.). Resiliency offers several benefits to an organization. However, how do leaders build resiliency in their workplaces? How do they lead workplaces that are “thriving… through good times and bad” (Harter, 2020). According to Gallup-Certified Strengths Coach Laura Everest, resilience is “a strategy” (2021). If this is true, what strategies can employers use to create resilient workforces? What culture, tools, and ideologies are necessary for a resilient workforce? Invest in diversity of all types One way that employers can create more resilient workforces is by hiring a diverse workforce. This diversity goes beyond just race/ethnicity and into age, gender, culture, and other categories. As seen in the COVID-19 pandemic, some populations can be more directly affected by national or global difficulties than others. For example, the CDC shared that “older adults are at highest risk” when contracting COVID-19 (2022). Because of this, many older adults retired earlier than usual, either temporarily or permanently (Fry, 2021). The Organization for Economic Cooperation and Development indicates that employers who employ a diverse age range can be more resilient to the “live events for certain age groups - like the birth of a child - or other health events or risks” that require time away from the workforce (2020). By employing a diverse workforce, employers incorporate a wide range of ideas, perspectives, and experiences into their workplace as well. These varying perspectives can give employees access to new ideas and solutions to challenges they would not have thought of otherwise; ultimately increasing their resiliency and ability to respond to crises and challenges. Create a culture of creativity and innovation Aided by diversity in thought and experience, creativity and innovation can help workforces be more resilient to challenges. According to MHR International Group, “the most resilient organizations are also considerably more innovative.” According to Psychology Today, being creative in times of challenge or crisis “is reimagining our environment and shifting our perspective to discover new possibilities, even when our fight or flight response is kicked into high gear” (Davis, 2020). By instilling a culture that values creativity and innovation, employers encourage their employees think outside the box when facing challenges and setbacks. One way employers can encourage creativity is by providing employees with “time and space to reflect and experiment” on solutions for problems (Davis, 2020). According to Raymond A. Mason School of Business, some strategies for increasing creativity and innovation include, allowing employees to “propose bold ideas,” housing “dedicated brainstorming sessions,” encouraging employees to “speak up with action plans,” allowing “for failure” and “failing wisely,” “celebrating innovation,” and having a standardized process for “soliciting new ideas.” “Life doesn’t get easier or more forgiving, we get stronger and more resilient.” - Steve Maraboli Promote flexibility Resilient workforces must have the “capacity to flex without breaking” and the “ability to adapt quickly to changes in the external environment” (MHR, n.d.). Research from Sander L Kool, Susanne Schwager, and Klaus Rothermund indicates that “flexibility in emotion processing is more conducive to resilience than” simply staying positive. By having a culture of flexibility, workforces can more readily adapt to external challenges, ultimately increasing their resiliency both fiscally and emotionally during difficult times. For example, when stay-home orders were in place across the globe, flexible workplaces were able to quickly transition to work-from-home employment. Not only were these companies able to continue building revenue, but employees were more emotionally resilient as they did not have to worry about income and financial needs via job loss. There is a variety of ways that employers can create a culture of flexibility. One way is by having flexible work arrangements such as flextime where employees “structure their own workdays and weeks,” compressed workweeks, job sharing, remote work, and permanent part-time arrangements (Boogaard, 2021). The Society of Human Resources also shares that flexible work arrangements can include hybrid work arrangements, snowbird programs, and shift work. Others recommend that employers “build an environment of mutual trust,” “limit meetings” to only what is necessary, “set clear objectives,” “provide the necessary training,” and “consider employee feedback” (Brierly, 2019). Invest in technology Research from MHR International Group “has underlined the importance of technology” in supporting a resilient workforce. They recommend that businesses transition to an “intuitive and easy-to-access platform” and that they progress with developing innovative technology (MHR, n.d.). Their findings are echoed by Gallup with findings that state employees need “the right materials and equipment” to reduce “stress,” “build high-performing teams,” and ultimately increase resiliency (Harter, 2020). By investing in a cohesive and easy-to-use platform for communication, collaboration, and task completion such as Google Suite, employers ensure that their employees have the resources they need. Other recommendations There is a variety of ways that organizations can encourage resiliency through workplace cultures. The Society of Human Resource Management states that leaders can set clear expectations for employees, give employees “opportunities for employees to do what they do best,” encourage “connection to the mission or purpose of the organization,” and encourage a commitment to high-quality work (Harter, 2020). The MHR International Group recommends employers create a “strong core culture and ethos so that the organization is able to retain its sense of cohesion and purpose,” establish a culture of efficiency, and encourage managers and leaders to lead with “empathy and emotional intelligence, driving a culture of change and instilling resilience in others.” The main takeaway Amidst the challenges of the past two years, business leaders have been racing to find ways to create more resilient workforces. In this article, we discussed several key strategies that employers can use to encourage resilience for their employees individually and increase resiliency in their workplace via strategic investments and cultural changes. For the executive coach, these resources and ideas can be great discussion topics for peer group sessions. For the business leader looking to increase the resilience of their workplace, the ideas and resources above can be referenced and examined for application to their own workplace. “To fight for change tomorrow we need to build resilience today.” - Sheryl Sandberg Resources American Psychological Association. (2022a). Stress in America. https://www.apa.org/news/press/releases/stress/2022/march-2022-survival-mode. American Psychological Association. (2022b, March 2). APA praises Biden plan to address nation’s mental health crisis. https://www.apa.org/news/press/releases/2022/03/plan-mental-health-crisis. APA. (2020, February 1). Building your resilience. American Psychological Association. https://www.apa.org/topics/resilience. Beckstrand, G. (2017, February 18). 3 Easy Ways to Improve Workplace Flexibility. Entrepreneur. https://www.entrepreneur.com/article/288856. Boogaard, K. (2021). 5 Ways to Increase Workplace Flexibility in 2021. Toggl Blog. https://toggl.com/blog/flexibility-in-the-workplace. Brierley, E. (2019, September 16). The Average Worker Is Only Productive for About 3 Hours a Day | SOCAP Global. Social Capital Markets Digital. https://socapglobal.com/2019/09/the-average-worker-is-only-productive-for-about-3-hours-a-day/. CDC. (2019, April 10). Mental Health in the Workplace. https://www.cdc.gov/workplacehealthpromotion/tools-resources/workplace-health/mental-health/index.html. CDC. (2022, February 25). COVID-19 and Your Health. Centers for Disease Control and Prevention. https://www.cdc.gov/coronavirus/2019-ncov/need-extra-precautions/people-with-medical-conditions.html#:%7E:text=Older%20adults%20are%20at%20highest,people%20ages%2018%2D29%20years. Craig, H. (2022, May 2). Resilience in the Workplace: How to Be More Resilient at Work. Positive Psychology. https://positivepsychology.com/resilience-in-the-workplace/. Davis, J. (2020, June 16). How Creativity Builds Resilience in Times of Crisis. Psychology Today. https://www.psychologytoday.com/us/blog/tracking-wonder/202006/how-creativity-builds-resilience-in-times-crisis#:~:text=Creative%20resilience%20is%20the%20capacity,is%20kicked%20into%20high%20gear. Fry, R. (2021, November 4). Amid the pandemic, a rising share of older U.S. adults are now retired. Pew Research Center. https://www.pewresearch.org/fact-tank/2021/11/04/amid-the-pandemic-a-rising-share-of-older-u-s-adults-are-now-retired/. Gallup. (2021, September 14). Resilience as Strategy: Strengths and Difficult Life Events | Gallup. https://www.gallup.com/cliftonstrengths/en/354722/resilience-as-strategy-strengths-and-difficult-life-events.aspx. Harter, J. (2020, May 20). Is Your Culture Resilient Enough to Survive Coronavirus? Gallup. https://www.gallup.com/workplace/311270/culture-resilient-enough-survive-coronavirus.aspx. Hu, T., Zhang, D., & Wang, J. (2015). A meta-analysis of the trait resilience and mental health. Personality and Individual Differences, 76, 18–27. https://doi.org/10.1016/j.paid.2014.11.039. Koole, S. L., Schwager, S., & Rothermund, K. (2015). Resilience is more about being flexible than about staying positive. Behavioral and Brain Sciences, 38. https://doi.org/10.1017/s0140525x14001599. Koole, S., Schwager, S., & Rothermund, K. (2015, September 2). Resilience is more about being flexible than about staying positive | Behavioral and Brain Sciences. Cambridge University Press. https://www.cambridge.org/core/journals/behavioral-and-brain-sciences/article/abs/resilience-is-more-about-being-flexible-than-about-staying-positive/A4A2EC0826F082E911B9D95F38D15C1E. Lloyd, K., Katz, A., & Pronk, N. (2016). Building Emotional Resilience at the Workplace: A HealthPartners Case Study. University of Maryland Baltimore. https://archive.hshsl.umaryland.edu/handle/10713/13331. Mayo Clinic. (2020, October 27). Resilience: Build skills to endure hardship. https://www.mayoclinic.org/tests-procedures/resilience-training/in-depth/resilience/art-20046311. MHR. (n.d.). Build forward better with the workforce resilience toolkit. https://mhrglobal.com/uk/en/explore/workforce-resilience. Miller, S. (2022, February 16). Highest Pay Increases in Years Won’t Match Inflation. SHRM. https://www.shrm.org/resourcesandtools/hr-topics/compensation/pages/highest-pay-increases-in-years-will-not-match-inflation.aspx. Organisation for Economic Cooperation and Development (OECD) f. (2020, December 16). Promoting an Age-Inclusive Workforce. OCEDLibrary. https://www.oecd-ilibrary.org/employment/promoting-an-age-inclusive-workforce_59752153-en. Raymond A Mason School of Business. (n.d.). Encouraging Creativity at Work. https://online.mason.wm.edu/blog/encouraging-creative-thinking-in-the-workplace SHRM. (n.d.). Managing Flexible Work Arrangements. https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/managingflexibleworkarrangements.aspx. Siu, O. L., Hui, C. H., Phillips, D. R., Lin, L., Wong, T. W., & Shi, K. (2009). A study of resiliency among Chinese health care workers: Capacity to cope with workplace stress. Journal of Research in Personality, 43(5), 770–776. https://doi.org/10.1016/j.jrp.2009.06.008 Copyright © 2022 by Arete Coach™ LLC. All rights reserved.

In the words of Bob Dylan, “Times, they are a’changing.” In the past two years, the workplace has changed rapidly as a result of the COVID-19 pandemic and challenges faced by business leaders in regard to supply, demand, and labor shortages. Consider the headline of McKinsey & Co’s June 2021 article: “The future of the workplace: Embracing change and fostering connectivity.” Another article from Gallup states that “constant change is the new normal” (Hoogerhuis & Jillian, 2019). One key example of these changing times is the recent unionization of Amazon’s fulfillment center employees in Staten Island. According to NBC News, this is the first Amazon Union created in the U.S. during its 27 years in business. Christian (or Chris) Smalls, a previous employee of Amazon and the leader of this unionization movement, stated in an interview with NBC that the creation of this union is “the catalyst of a revolution” (2022). What insight can business leaders take from this event? What larger trends are at play in this event and in the general workforce that employers should be aware of? Is there a “revolution,” as stated by Christian Smalls, going on in the workplace? If so, why? “An incident is just the tip of the iceberg, a sign of a much larger problem below the surface.” - Don Brown The background As we dig into the insights and lessons to be learned from the unionization of Staten Island’s Amazon, it is important to look into the “why” behind it all. Below we examine reasons that employees from Amazon and other major corporations are looking to unionize and what these trends indicate for the general workplace. Why did Amazon employees Unionize? Higher wages, better conditions, and more rights Although Amazon is reported as offering salaries at fulfillment centers “above minimum wage in every U.S. state”—starting at $18 an hour—as well as “health insurance, paid parental leave, and educational opportunities,” Amazon fulfillment employees felt that they needed the representation of a union (Levy & Palmer, 2022). NBC News cites the desire for “more rights, stricter safety protocols, and better benefits” as primary reasons for unionization movements in Amazon and other major corporations such as Starbucks and Google (2022). In a report from The Guardian, pro-union employees cite “higher wages” along with “better working conditions,” and “longer breaks” as reasons for their unionization (Sainato, 2022). Additionally, some employee unionization movements and actions have been spurred on by employers' reactions to the COVID-19 pandemic. For example, before starting the Union, Christian Smalls organized a “walk-out” due to “insufficient covid precautions” (NBC, 2022). Amazon’s fulfillment center safety challenges According to a report by the Strategic Organizing Center (SOC), a coalition of four labor unions, “workers at Amazon warehouses are not only injured more frequently than in non-Amazon warehouses they are also injured more severely” (2021). In their report, they state that they reviewed “data reported by Amazon and its competitors to OSHA” and “found that workers at Amazon experienced substantially higher rates of workplace injuries than non-Amazon workers in the same industries.” Consider the graphic from the Strategic Organizing Center below: Other sources have also indicated hazardous conditions in Amazon fulfillment centers. In a January 2016 OSHA Regional News Brief - Region 3, Amazon received a proposed penalty of $7,000. According to their citation from the U.S Department of Labor and OSHA, “the employer did not record each work-related fatality, injury or illness case…” specifically citing cases where an employee “developed pain in the left shoulder and neck,” an employee “tripped over a cart and hit her head on the floor,” an employee getting “hit in the nose with a box weighing approximately 15-20 pounds” and various other developments of pain the neck, shoulders, back, and wrists. While employees of Amazon cited increased wages as a reason for unionization, the increased rates of workplace hazards in Amazon Fulfillment centers could be considered an employee stressor and a reason as to why employees might request additional protection from a Labor Union intermediary. What this tells us about today’s workforce Both research and evidence from the Amazon Labor Unionization indicate that today’s employees not only want increased pay but also want employment that is empathetic and ethical. “Leadership is about empathy…” - Oprah Winfrey Empathy Employees want to work with employers who are empathetic to their needs. As previously discussed in another Arete Coach insight article, Empathy: The Key to Leadership, empathetic leaders “put themselves in others’ shoes, have an understanding of their emotions, and respond to others appropriately” (Sorensen, 2022). In a 2021 State of Workplace Empathy release, BusinesSolver found that 90% of Gen Z employees say “they’re more likely to stay with an empathetic employer.” They also found that only 68% of Gen Z employees believe their “employers are empathetic,” compared to 84% in 2020 (BusinessSolver, 2021). When compared to other generations of employees, the report states Gen Z employees are more focused on “individualizing services to employees” (BusinesSolver, 2021). BusinessSolver also found in their 2020 State of Workplace Empathy release that 74% of employees report that they would “work longer hours for an empathetic employer,” “83% of Gen Z employees would choose an employer with a strong culture of empathy over an employer offering a slightly higher salary versus 75% of employees on average,” and 83% of employees “would consider leaving their current organization for a similar role at a more empathetic organization.” They summarize that “year over year, empathy continues to play a key role for employees considering where they would take employment, their salary, their work effort, and whether they will stay at their current organization” (BusinessSolver, 2020). Furthermore, research from McKinsey and Company found that 35% of employees left their jobs because of “uncaring leaders” (Smet et al., 2022). This new generation of employees views empathy and the way employees are treated as a priority, sometimes preceding salary and benefits. “Ethical behavior is doing the right thing when no one else is watching…” - Aldo Leopold Ethical leadership BusinesSolver points out in their 2021 State of Workplace Empathy release that today’s employees “feel strongly that diversity, equity, and inclusion programs foster a more empathetic workplace.” (2021). According to a survey by the Robert Wood Johnson Foundation, 68% of people “see the pandemic as a moment for our society to make a positive change” in regards to access to healthcare across races and income levels (n.d.). Other research from Edelman has indicated that the percentage of employees who “expect the CEO to speak publicly about controversial social and political issues that [they] care about” has increased by 5% to a total of 60% (Edelman, 2022). Furthermore, an article from the Society of Human Resource Management explains that “more communication” about diversity, equity, and inclusion ethics “can lead to increased trust” between employees and employers (Gonzales, 2022). Employees are increasingly concerned with the ethics and values of the places they work. According to an article from Bloomberg Law, “the social justice movement and the COVID-19 pandemic have had indelible impacts on the workplace that the U.S. Equal Employment Opportunity Commission is prepared to examine” (Smith, 2021). It is important for employers and business leaders to examine these statistics and the broad changes in societal priorities and cares because they affect and broadly represent the priorities of employees and prospective employees. For example, could what Bloomberg Law calls “the social justice movement” have increased the chances that Amazon’s fulfillment center and other employees unionized? In examining why Amazon employees unionized, ethical causes such as workplace safety were identified (SOC, 2021). The increased societal attention to ethics and social justice should be considered by business leaders when creating and implementing policies and procedures in their workplace. The great turning away from and turning to In previous insight articles, we have discussed the impact and insights surrounding the “Great Resignation” or, “the turning away from and turning to trend.” The Great Resignation combined with the increased desire for empathetic and ethical employment has changed the desires and, at times, demands of the modern workforce. Employees now have greater bargaining power when it comes to their relationships with their employers. Consider the title of a McKinsey & Company article: “How to play the new talent game and win back workers” (Smet et al., 2022). Today’s employers are now looking for ways to “win-back workers” and other companies like Amazon are navigating the changing demands of their employees. The resurgence of the Free Agent glass According to research from UpWork, in 2020 36% of the total US workforce engaged in freelance work, and 12% of the US workforce “started freelancing” due to the COVID-19 pandemic. 54% of these individuals started freelancing out of necessity and 75% of them started for “financial stability during this recession.” In general, they experienced “positive financial results” and 96% reported that they were “likely to freelance in the future.” UpWork’s research also indicated that “58% of non-freelancers new to remote work are considering freelancing in the future” because working from home has “made them more productive workers” and because they “can earn extra income to help cope with the impact of the pandemic” (Upwork, 2020). Working from home as a freelancer has become a tangible option of employment for those that are questioning their current employment and workplace. No longer do employees need to depend on employers for employment. Now, employees can transition to freelancing websites such as Fiverr and UpWork for flexible employment that overrides their desire for empathetic employers and ethical workplaces. The resurgence of organized labor Amazon is not the only business facing unionization challenges. According to Peter Eavis from the New York Times, Starbucks employees have also started to unionize. Currently, there are 7 unionized company-owned U.S. stores out of the almost 9,000 stores in the United States. Unionization of Starbucks stores has been gaining momentum since December 2021 and currently, more than 100 Starbucks stores in over 25 states have “filed for union elections” (Eavis, 2022). In response, Starbucks has launched a campaign encouraging employees to “say no” to unionizing called “We Are One Starbucks.” According to a recent flyer on the Starbucks Workers United Twitter page, Starbucks employees are looking to “put an end to corporate intimidation, firings, and union busing” and encourage Starbucks to “grind coffee not workers” (@SBWorkersUnited via Twitter post 04/05/2022). Their requests and goals align with the general increase in demand for workplaces that are ethical and empathetic to their employers' needs. Google is also facing increased demand for unionization. The Google Labor Union or “Alphabet Workers Union,” is considered a “minority union” and does not currently “have the power to force the company to collectively bargain over pay and benefits.” However, according to NPR writer, Bobby Allyn, leaders of the Alphabet Workers Union say the point of the union is not about pay and benefits but instead about examining “Google’s role in society and help reshape the company’s culture.” According to the Alphabet Workers Union webpage, they have over 900 members and state that they started their union to ensure “working conditions are inclusive and fair, and perpetrators of harassment, abuse, discrimination, and retaliation are held accountable…the freedom to decline to work on projects that don’t align with [an employee’s own] values” and that “all workers, regardless of employment status can enjoy the same benefits.” These claims also echo the general workforce’s increased desire for an empathetic and ethical workforce. “There is nothing permanent except change.”- Heraclitus What does this mean for employers? The pandemic and its surrounding events have changed the way employees view work and the things they want out of employment. For employers, an understanding of these new desires, needs, and requests is key to implementing new strategies, policies, and procedures that best suit their workplace, the needs of their organization, and their workforce. Furthermore, understanding these changes in the workforce can assist in the recruitment and retainment of new and current employees. What does this mean for executive coaches? Executive coaches can expect that their clients will be learning to lead this new workforce. For the executive coach, it is vital to have insight into these changes and ask powerful questions regarding their clients' knowledge of the changes. When appropriate, executive coaches can share these insights, data, and survey results with their clients and start the process of discovering how this new information can influence how they lead their businesses. Lessons in law to review with your Legal HR and Labor Law Advisors When discussing and examining labor unions, it is important for executive coaches and business leaders to be versed in labor relations laws such as the Wagner Act. For this reason, we recommend that any business leader or coach handling any situation involving labor unions should consult with their own legal professional counsel. While we are not a legal service or organization, we do reference for educational purposes the National Labor Relations Act (NLRA) and its enforcing agency the National Labor Relations Board (NLRB) (SHRM, 2019). A variety of laws and acts have been created regarding labor unions. For example, consider the following actions that “violates the National Labor Relations Act” outlined by the Society of Human Resource Management: Interference, restraint, or coercion. An employer cannot interfere with, restrain, or coerce employees in the exercise of their rights. Most violations of this section include supervisors who (a) make threatening statements, (b) question employees who assert their labor rights, or (c) make false statements to workers seeking unionization. Employer domination or support of a labor organization. An employer may not try to dominate or interfere with the formation or administration of any labor organization, or to contribute financial or other support to such an organization. Discrimination on the basis of labor activity. An employer may not discriminate against an employee in hiring, or tenure of employment, or any term or condition of employment in order to encourage or to discourage membership in any labor organization. Discrimination in retaliation for going to the NLRB. An employer may not discharge or otherwise discriminate against an employee in terms and conditions of employment because he or she has filed charges or given testimony. Refusal to bargain. An employer will be in violation of the NLRA if the company (a) refuses to bargain collectively with the representatives of the employees, (b) refuses to recognize a majority union, (c) takes unilateral actions, (d) refuses to provide necessary information to union representatives, (e) refuses to sign a written contract once an agreement is reached, (e) or imposes conditions on its willingness to bargain. (SHRM, n.d.) Again, we strongly suggesting consulting with your own professional legal counsel as we are offering this legal information only as an example of the many ways that employers can unknowingly violate federal law. Consider Starbucks who, according to an April 2022 article, is being sued by the National Labor Relations Board for “retaliating against 3 workers involved in unionizing” (Hernandez, 2022). The main takeaway Today’s workforce has an increased desire for empathetic and ethical leadership. This increased attention to ethics and empathy, combined with the increased bargaining power of employees, has also contributed to an increase in organized labor unions and freelance workers. It is important that executives and business leaders are aware of these changes so that they can create policies, procedures, and leadership strategies that best suit the needs of their business and the desires of their workforce. For executive coaches, knowing these challenges and changes in today’s workforce can help start meaningful conversations and inspire powerful questions between them and their clients. “The times they are a’changing” - Bob Dylan References Allyn, B. (2021, January 8). NPR Cookie Consent and Choices. NPR. https://choice.npr.org/index.html?origin=https://www.npr.org/2021/01/08/954710407/at-google-hundreds-of-workers-formed-a-labor-union-why-to-protect-ourselves. Alphabet Workers Union. (n.d.). Why we organized. https://alphabetworkersunion.org/power/why/. BusinesSolver. (2021). 2021 Empathy Study Executive Summary. https://resources.businessolver.com/c/2021-empathy-exec-summ?x=OE03jO. Eavis, P. (2022, March 23). Starbucks Store in Seattle Votes to Unionize. The New York Times. https://www.nytimes.com/2022/03/22/business/starbucks-union-seattle.html. Edelman. (2022). 2022 Edelman Trust Barometer. https://www.edelman.com/sites/g/files/aatuss191/files/2022-01/2022%20Edelman%20Trust%20Barometer_FullReport.pdf. Gonzales, M. (2022, January 27). Workers Expect More Conversations on DE&I Issues, Study Finds. SHRM. https://www.shrm.org/resourcesandtools/hr-topics/behavioral-competencies/global-and-cultural-effectiveness/pages/workers-expect-more-conversations-on-dei-issues-study-finds.aspx. Hernandez, J. (2022, April 24). NLRB sues Starbucks for retaliating against 3 workers involved in unionizing. National Public Radio. https://www.npr.org/2022/04/24/1094569620/nlrb-sues-starbucks-for-retaliating-against-3-workers-involved-in-unionizing. Hoogerhuis, M., & Anderson, J. (2019, December 13). How to Adapt to Constant Change: Create It. Gallup. https://www.gallup.com/workplace/268991/adapt-constant-change-create.aspx. Klotz, A. (2021, May 30). The Covid vaccine means a return to work. And a wave of resignations. NBC News. https://www.nbcnews.com/think/opinion/covid-vaccine-means-return-work-wave-resignations-ncna1269018. Mugayar-Baldocchi, M., Schaninger, B., & Sharma, K. (2021, June 21). The future of the workplace: Embracing change and fostering connectivity. McKinsey & Company. https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/the-organization-blog/the-future-of-the-workplace-embracing-change-and-fostering-connectivity. NCB News. (2022, April 2). Staten Island Amazon Warehouse Workers Unionize [Video]. YouTube. https://www.youtube.com/watch?v=sh71JcqG9So. Robert Wood Johnson Foundation. (n.d.). Attitudes, Views, and Values Around Health, Equity, and Race Amid COVID-19. https://www.rwjf.org/en/library/research/2021/01/survey--attitudes-views-and-values-around-health-equity-and-race-amid-covid-19.html. Sainato, M. (2022, April 1). Amazon workers in New York make history by voting to form union. The Guardian. https://www.theguardian.com/technology/2022/apr/01/amazon-union-groups-see-hope-workers-vote-alabama-new-york. SB Workers United. (n.d.). SBWorkersUnited (@SBWorkersUnited) | Twitter. Twitter. https://twitter.com/SBWorkersUnited?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor. SHRM. (n.d.). What is an unfair labor practice by management? Society of Human Resource Management. https://www.shrm.org/ResourcesAndTools/tools-and-samples/hr-qa/Pages/managementunfairlaborpractice.aspx. SHRM. (2019, December). Complying with U.S. Labor Relations Laws in Non-Union Settings. Smet, A., Dowling, B., Mugayar-Baldocchi, M., & Schaninger, B. (2022, March 9). Gone for now, or gone for good? How to play the new talent game and win back workers. McKinsey & Company. https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/gone-for-now-or-gone-for-good-how-to-play-the-new-talent-game-and-win-back-workers. Smith, P. (2021, March 15). Pandemic, Social Justice Movement Top of Mind for EEOC Chair. Bloomberg Law. https://news.bloomberglaw.com/daily-labor-report/pandemic-social-justice-movement-top-of-mind-for-eeoc-chair. Sorensen, S. (2022a, January 12). The Great Resignation: Fact vs. Fiction. Arete Coach. https://www.aretecoach.io/post/the-great-resignation-fact-vs-fiction. Sorensen, S. (2022b, February 21). Empathy: The Key To Leadership Success. Arete Coach. https://www.aretecoach.io/post/empathy-the-key-to-leadership-success. Starbucks. (n.d.). We are One Starbucks – Facts and Answers for Partners. One Starbucks. https://one.starbucks.com/. Strategic Organizing Center. (2021, May). Primed for Pain: Amazon’s Epidemic of Workplace Injuries. Strategic Organizing Center- SOC. https://thesoc.org/amazon-primed-for-pain/. United States Department of Labor, OSHA. (2016, January 12). Amazon fulfillment center receives $7K fine, hazard alert letters after OSHA investigates workplace safety complaint | Occupational Safety and Health Administration. Occupational Health and Safety Administration. https://www.osha.gov/news/newsreleases/region3/01122016. UpWork. (2020). Freelance Forward 2020 | Upwork. https://www.upwork.com/i/freelance-forward. Copyright © 2022 by Arete Coach™ LLC. All rights reserved.

Examine economic trends and the outlook for Q2 2022 based on data published by various Federal Reserve Banks, and insights gathered by Severin Sorensen, Executive Coach and Host of the Arete Coach Podcast who completed graduate studies in economics at King's College, Cambridge University (England), where he earned a M.Phil. degree in Economics. Key topics include the global political economy, inflation, Federal Reserve Bank policy, economic impact of war, the impacts of inflation, green shoots of opportunity, economic headwinds, and recessions of times past. For business owners, CEOs, key executives, executive coaches, and executive peer group participants, these insights will equip you with the information needed to weather today's economic challenges. Watch & download the presentation There are two ways to access the Q2 2022 Outlook. Click here to listen to the complimentary audio podcast, or click below to purchase the presentation to watch the video alongside the PDF slide deck. Key highlights Comparing concerns of business leaders: 2022 vs 2021 Timestamp 05:57 Severin starts his analysis of the current economic climate by comparing the primary concerns of business leaders in 2022 vs 2021. When reviewing the primary concerns of business leaders the past two years, a top concern has been money supply. While supply chain challenges were a concern in 2021, the supply chain is not as pertinent as it was last year. Instead, inflation and international conflict have become top concerns this year. Examining the data Timestamp 13:38 After reviewing primary concerns in 2022 vs 2021, Severin shares insight and data from the Federal Reserve Bank and other resources. Severin reviews the Consumer Price Index (CPI), Gross Domestic Product (GDP), potential GDP, retail sales, real estate market statistics, consumer confidence, Purchasing Managers Index (PMI), ISM Manufacturing Index, Non-Manufacturing Index, levels of employment, wage growth, Personal Consumption Expenditures (PCE), economic projections from the FOMC, and the Treasury Spread. Reviewing recessions Timestamp 32:31 Severin states, “this is the part where business owners really need to understand the most; all recessions begin and all recessions end.” He then goes on to explain the duration of recessions and factors that contribute to the length of a recession. Additionally, Severin reviews the effects of recession and the Federal Reserve’s response to the pandemic. Ukraine-Russia War Timestamp 34:42 The Ukraine-Russia War has had an impact on the global economy and the economies of Ukraine and Russia. Severin reviews the impact that war has had on the Ukrainian and Russian people and economy. He also reviews how the war has impacted the global economy. Furthermore, the general impact of war on economies is discussed. In times of war, Severin shares that economies will typically face a loss of GDP, unless the war is somewhere outside the country in question. Additionally, Severin reviews insights regarding the effects of negative and positive events during wartime on the marketplace. Severin shares that “having diversification production capacity will be very important for operations” and that a “distributed workforce” can also assist business leaders in times of war. Regime changes and oil supply Timestamp 44:50 In his research, Severin has found that “when you have a high degree of economic disruption… you have regime changes.” Currently, governing democracies are decreasing in number globally. Additionally, the prices of oil have increased. Severin states that “when oil shock rises 50% above trend, recessions follow.” The North American Strategic Oil Reserve is also discussed along with the potential of renewable energy sources. Investigating inflation Timestamp 54:19 Severin explains the definition of inflation as well as different sources of inflation. Some sources discussed include war, cost-push, and demand-pull inflation. Severin also explains money supply inflation and how the Federal Reserve can affect money supply and the real estate market. Severin goes on to share his own experience in the housing market and the housing cycle currently faced by the American economy. Housing inventory, the difficulty home buyers are having buying homes, and changes in interest rates are also reviewed. Consumer Price Index (CPI) Timestamp 01:09:21 Related to inflation, Severin reviews the Consumer Price Index and how the price index is “sticky.” Severin also shares how the price of wheat has increased which has contributed to inflation in a variety of widely used household products. Additionally, inflation has also affected interest rates and the price of houses. Due to the high cost of purchasing real estate, renting has become more affordable than purchasing a home. However, renting is still very costly at an increasing year-over-year rate of 17.8%. Wage increases and labor shortages Timestamp 01:15:18 Another concern facing business leaders is the reduced labor force. In response to the lack of labor available, business leaders are facing wage increases and looking towards artificial intelligence (AI) or automation. Severin shares insights from his executive search and selection experience and states that employers have to have “a more attractive offer” for job applicants who have multiple job offers and opportunities. Furthermore, insights from the Federal Reserve Bank of Atlanta “shows that if you’re a job switcher, you’ll make more many than if you stay in your company.” Aside from the labor shortage, another reason for increased wages is inflation. “Inflation is robbing people of their purchasing power” and increasing worker dissatisfaction. Because of this, employees are looking to regain their purchasing power via wage increases, the Free Agent economy, and digital nomadism. This finding also correlates with the misery index which analyzes inflation and unemployment. Supply chain risk mitigation Timestamp 01:23:31 In 2022, supply chain risk mitigation has remained a concern for business leaders. Currently, “globalization is proving unreliable and is starting to unwind” due to freight costs and the political climate. Severin states that “individual supplier capacity, financial strength, their standard operating procedures, [and] how they build their quality controls are ongoing challenges that need to be monitored.” In the face of shortages, political challenges, organized crime, cyberattacks, and weather changes, business leaders must be ready to adapt and change if their supply chain is disrupted. Bull and bear cases for the current market Timestamp 01:25:12 Severin outlines both the bull and bear cases for the marketplace. In terms of the bull case for the market, Severin shares that the geopolitical risk is primarily in Eastern Europe and when the Ukraine Russia war ends, it will likely be a “coiled spring for the markets.” Economists also indicate that inflation is transitory, and consumers are still buying goods. Certain assets can also appreciate more in inflationary economies. For the bear case, geopolitical uncertainty still remains a large concern. The Ukraine-Russia war along with the increase in autocracies, conflict, and oil prices are also of concern. Furthermore, producers cannot push the entire cost of inflation on consumers and global supply chain issues remain prevalent. Recessions of the past Timestamp 01:33:19 Because the duration of recessions vary, Severin examines the duration of previous recessions. In doing so, data of previous recessions and how long it took for the economy to recover per recession is reviewed. In looking at past recessions, Severin also explains what dead cat bounces are. He explains that it is important for business leaders to examine trends beyond the day-to-day increases and decreases in the marketplace. He states, “you got to look at things with a little longer point of view.” Additionally, he examines where people have stored their money during seasons of inflation. In examining this, he identifies several categories of assets that have the potential for hedging inflation rates. 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, and Certified Life 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). Copyright © 2022 by Arete Coach™ LLC. All rights reserved.

Episode #1070: In this episode of the Arete Coach Podcast, Phil Johnson, an Executive Coach, Trainer, International Speaker, Leadership and Emotional Intelligence Advisor, and Creator of the Master of Business Leadership (MBL) program and Podcast, discusses the importance of overcoming challenges, emotional intelligence, leadership, and Phil’s publications such as the MBL Success Map and The Servant Warrior Leader. About Phil Johnson Phil Johnson is an Executive Coach, Trainer, International Speaker, Leadership and Emotional Intelligence Advisor, and Creator of the Master of Business Leadership (MBL) program and Podcast. In his MBL Program, Phil helps executives and organizations from around the world develop their emotional intelligence and leadership skills. He also runs the MBL YouTube channel and co-hosts the MBL Podcast. Phil has been an Executive Coach since 2007 and prior to his coaching career and MBL program, was an executive in corporate America with companies such as Mitsubishi and V3 Semiconductor. Today, Phil continues to inspire other business leaders through the MBL program, executive coaching, speaking engagements, and his writing. Phil has published several books including the Master of Business Leadership Success Map, Tribal Wisdom, The Servant Warrior Leader, and The New Economic Currency. He also provides consulting services on dissertation research studies done at the Chicago School of Professional Psychology that are related to authentic leadership, emotional intelligence, and higher consciousness. Phil has a passion for developing emotional intelligence, increasing employee engagement, bettering organizational development, and helping leaders perform their best. Key highlights Showing up in every moment Timestamp 02:52 When asked how Phil ended up in executive coaching, Phil shares that he was born with dyslexia and was undiagnosed until he was about 35 years old. This challenge encouraged him to do the “emotional labor” and gave him “insights into” himself and others. Overcoming this challenge was a motivator for Phil’s coaching career. Additionally, Phil shares that his mother passed away after his 14th birthday and that many youth in his childhood “had already given up on life.” Phil shares that he was in the same trajectory, but when his mother passed it was a “wake-up call for” him and helped him to “realize that life was too precious to not show up in every moment.” From this moment onward, Phil was a dedicated “overachiever” looking to gain as much knowledge as possible. He worked as an executive with several companies in America, and then transitioned to executive coaching later in life. Phil explains that when in corporate America he noticed “that there was such a level of drama, chaos, and conflict in companies” and that “emotional intelligence really fills a gap that’s missing.” From there, Phil decided to take an “initial leap of faith” into starting the Master of Business Leadership program. Energy physics and emotional intelligence Timestamp 12:31 In his coaching and consulting, Phil uses the concept of energy physics. He shares that there are what he calls, “victim habits... that cause us to unconsciously give away our energy.” Doing this overtime can create an energy deficit. Phil uses this finding in his MBL program by showing people “how they’re giving away their energy” in the ways that they “communicate, listen, take responsibility, make decisions, etc.” Phil combines the concept of energy physics with the concept of emotional intelligence. Phil states that emotional intelligence is, “The ability to feel the anxiety that's created in us when we leave our comfort zone and keep our walls down. Feel that anxiety, feel that fear, and be able to move through it towards the vision of our desired results, as opposed to allowing that anxiety, to keep us stuck in our comfort zones.” Phil then explains how emotional intelligence can improve sales, hiring, and finding talent. The Servant Warrior Leader and other publications Timestamp 24:27 Phil has several publications and shares that he has “written those books primarily for” himself. His book The Servant Warrior Leader, “is about the battle going on inside of us… to move away from our ego based fear in the pursuit of what living and working on purpose means for each of us as individuals.” His book The New Economic Currency discusses the “trust economy” and how the “greatest asset you have as an individual or as an organization is your network of trusted advisors.” Phil explains that people tend to be “less trusting by nature” and how being less trusting can damage relationships. Doing the “emotional labor” Timestamp 35:11 When asked if he has ever found some coachees to be “uncoachable,” Phil explains that he “will help anybody that is willing to do the emotional labor required, and that is no small thing.” Phil compares the development of emotional intelligence to “Navy Seal Training for your emotions.” Developing emotional intelligence requires a great amount of effort, and Phil explains that it can be a great solution for a variety of challenges. “The Butterfly Story” Timestamp 43:59 Phil shares a story from the Master of Business Leadership program called the “Butterfly Story.” This story shares the tale of a butterfly who was helped out of his challenging cocoon. However, after being helped and released from his struggles, he had “a withered body and shriveled wings.” Phil explains that the butterfly actually needed this struggle for its health and that if it had slowly worked through its challenges, it would be able to fly. Phil states “if we were allowed to go through life without any obstacles, it would cripple us. Our struggles and the emotional labor they require are essential for the development of our emotional intelligence, leadership, and awakened consciousness.” 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.

Business leaders are increasingly concerned about learning how to navigate the ever-changing global marketplace. Many expected the post-COVID season to be the “roaring 2020s” (Karlgaard, 2021). However, business leaders are now concerned about the roar of war due to conflict in the Ukraine. Although the challenges related to COVID-19 are lessening in some areas, these challenges have been replaced with new ones. In this fast-paced and ever-changing marketplace, what skills do your clients need to adapt and embrace agility? When necessary materials are no longer available for production lines, what is your client's Plan B? Continue reading for insight into the value of agility in surviving and thriving in turbulent times. The pivot point As business leaders learn the importance of adapting or pivoting to changes, it is important to recognize that the root-word “pivot” implies a “shaft or pin” on which to change (or pivot) has already been established (Merriam Webster, n.d.). The ability to pivot or change in the face of adversity requires preparation and an understanding of your pivot points. Consider the woodworkers' use of a “pivot hinge.” Pivot hinges “pivot on a single point” (KitchenCabinetKings, n.d.). A woodworker's entire functionality and operation depend on one single point, a single pin within a pivot hinge. If that pin fails, the hinge fails, ultimately leading to a faulty product. The pivot point is the point at which an entire project or business relies on. For woodworkers, it can be the screw holding the pivot henge together. For business leaders, it can be a valuable resource such as Lithium used to create the batteries that make their products work. Finding your pivot point Just like the woodworker whose project depends on the pivot point of a hinge, business leaders have pivot points in their business. While woodworkers can replace pivot hinges with ease, the readjustment required for business leaders can be more complex. Because of this, it is vital that business leaders find the pivot points in their business or what materials, tools, industries, knowledge, and skills are essential to the success and functioning of their business. They must understand what resources their business cannot function without. Consider the following questions to help business leaders find their pivot point: What is a pivotal resource to your production line? What is pivotal to the success of your business? What could your business not function without? If you were to lose all access to [fill in the blank], how would your business function? These questions can reveal areas of your client’s business that are pivot points as well as areas that are sensitive to marketplace changes. If a business no longer has access to its pivot point, how can it adjust its manufacturing or business plan to survive in a changing marketplace? Walking your coaching clients through “what if” scenarios regarding these areas of sensitivity can encourage them to build more resilient businesses that are able to adapt to failed pivot points in a fast-paced and changing marketplace. Understanding the substitution imperative Once business leaders find their pivot points, they can work towards finding ways to adjust or change their business models in the case of a failed pivot point. One of the ways businesses can improve their ability to adapt to failed pivot points is by understanding the substitution imperative. The substitution imperative is a strategy that business leaders can create that states “if we cannot use [pivot point], we will substitute it with [fill in the blank].” The substitution imperative encourages business leaders to have planned and prepared substitutes for the pivot points of their business. For example, consider the current challenge faced by car manufacturers: the microchip shortage. When interviewed by Shira Feder of Popular Science in 2021, Patrick Penfield, a professor of supply chain practice at Syracuse University stated that they were in a “global supply chain crisis” and that “we’ve just never ever seen anything of this magnitude impact us before” (Feder, 2021). Clearly, the microchip shortage took many manufacturers by surprise, as seen by the reduced production of cars from Nissan, GM, and Ford among others (Feder, 2021). In this scenario, as factories closed due to the COVID-19 pandemic, the supplies needed to manufacture microchips became unavailable, and the availability of microchips required to manufacture cars declined. Furthermore, as more individuals worked from home, there was an increase in demand for “consumer electronics” that further challenged the already sparse supply chain. This ultimately created a domino effect that negatively impacted many companies. How could this challenge have been avoided? By acknowledging that microchips are a pivot point to the manufacturing processes and planning a response or substitution to that failed pivot point. Embracing agility After identifying the pivot points of a business and creating a strategy that responds to potential pivot point failures, business leaders must also understand the importance of agility and innovation. Having a strategy is vital, but implementing it requires agility. According to McKinsey & Co, “agile organizations can quickly redirect their people and priorities toward value-creating opportunities” (Aghina et al., 2020). This quick redirection or pivot towards better opportunities is key to successfully responding to the changing marketplace. Research points out that agile businesses can experience improvements in employee engagement, customer satisfaction, operational performance, and financial performance (Aghina et al., 2020). In order to be an agile organization, McKinsey & Co recommends focusing agility on the following 5 areas of business: Businesses leaders that invest in the agility of their business “process” can create “rapid decisions and learning cycles” for their business processes. This is essential to responding to the rapidly changing workplace and marketplace of 2022. By increasing the agility of a business, “organizations can increase the speed of decisions and product development.” Agility “allows them to stop trailing their competitors and to move to the forefront of product development” (Aghina et al., 2020). Agile businesses can be more “responsive to change” than those without agility (ProductPlan, n.d.). According to Gallup, “one of the most powerful advantages of agile companies is their ability to give employees a sense of optimism about the organization’s capacity to survive—and thrive—amid disruptive marketplace conditions” (Brecheisen et al., 2018). This skill can greatly benefit business leaders who are navigating a fast-paced marketplace. Applying agility to the workplace The agility of a business is an indicator of its ability to adjust its pivot points. But how do businesses leaders increase the agility of their businesses? Creating an agile culture Gallup outlines 8 cultural factors that influence agility: They explain that these factors must work and grow together to impact levels of agility within a business (Nink, 2019). Speeding decision processes Another recommendation for building an agile business is simplifying decision-making processes. Further research from Gallup states that “the more decisions that have to be made, the longer it takes to fulfill a customer's need” (Nink, 2019). A key way to reduce the time it takes to respond to marketplace changes is planning for them ahead of time, ultimately reducing the number of decisions that need to be made during crucial periods of time in the marketplace. This can be done by implementing the substitution imperative discussed above. Preparation and planning According to American Express, “When firms have a strategy mapped out, they can better pre-empt changes before they take place instead of constantly reacting.” Geoff Begg, Senior Vice President, Global Commercial Payments JAPA, American Express states, “With an external environment that changes quickly and is difficult to predict, striking a balance between preparedness and adaptability is essential. Being agile and flexible enables business leaders to adapt their course early either to address challenges or tap on opportunities” (American Express, 2016). Workday Adaptive Planning summarizes this well by stating that “business agility is really about having the right controls to properly manage and measure change. And most of that comes down to how you plan.” They recommend 3 key strategies to develop agile planning: Widen participation to include voices from every key functional area across every region in the business. Deepen the score and fidelity of their planning to understand the true business-wide impact of every action taken. Run the whole planning sequence much more frequently and ideally continuously (WorkdayAdaptivePlanning, n.d.) These three strategies can be applied to the importance of understanding the pivot points of a business. For example, business leaders can “include voices from every key functional area across every region” of their business by asking executives and employees questions about what resources are most vital to their role in the business to identify pivot points. In response, business leaders can “deepen the score and fidelity of their planning” by understanding the “business-wide impact” of these pivot points and the substitution imperatives created for them. Lastly, business leaders can review these pivot points “more frequently” and even “continuously” to make their business more resilient to marketplace changes. 10 characteristics of highly agile corporations Business leaders can invest in the development of the following 10 characteristics of high agile corporations. A unified vision across the organization. Customer-focused and performance-oriented cultures. Diverse talent that excels in a fast-changing environment. Leaders and managers who are developed to coach and empower. Dynamic teams structured and networked to focus on key priorities. Leaders who make timely, quality decisions. Targeted, sensible and just-in-time communication. Stable, highly adaptable core operating processes. The mindset to pursue simplicity and thrive in complexity. Technology that purposefully enhances customer and employee experiences. (Nink & Robinson, 2021) The main takeaway As business leaders adapt to the fast-paced and changing business environment, it is vital that they understand the pivot points of their business. These pivot points are the resources, knowledge, and/or skills that a business cannot function without. As executive coaches, it is important that we lead business leaders towards the development of more resilient and agile businesses through powerful questions regarding these pivot points. By asking business leaders how they plan to respond to unprecedented changes in areas most vital to their businesses, executive coaches can inspire business leaders to create more resilient and agile businesses. Using the information and resources discussed above, consider the following series of questions for your next peer group meeting or executive coaching session: What are the pivot points of my business? How will my business respond to unavailable or failed pivot points? What is my Plan B? Is my business agile enough to respond to challenges and changes? How can I increase my business’ agility and response to failed pivot points? References https://www.forbes.com/sites/richkarlgaard/2021/07/13/the-roaring-2020s-a-booming-decade-may-follow-covid-19/?sh=6eb1926f52a3. Merriam-Webster. (n.d.). Pivot. In Merriam-Webster.com dictionary. Retrieved March 9, 2022, from https://www.merriam-webster.com/dictionary/pivot https://www.popsci.com/technology/global-chip-shortage/#:~:text=What%20is%20the%20chip%20shortage,rippled%20up%20the%20supply%20chain. https://kitchencabinetkings.com/glossary/pivot-hinge/. https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/enterprise-agility-buzz-or-business-impact. https://www.productplan.com/glossary/business-agility/#:~:text=Benefits%20of%20business%20agility&text=Organizations%20adopting%20business%20agility%20can,than%20their%20more%20bureaucratic%20counterparts. https://www.gallup.com/workplace/245999/weave-agility-throughout-corporate-culture.aspx. https://www.gallup.com/workplace/241295/future-work-agility-download.aspx?thank-you-report-form=1. https://www.gallup.com/workplace/246074/agile-need-fewer-processes-policies.aspx. https://www.gallup.com/workplace/351530/traits-highly-agile-companies.aspx. https://business.americanexpress.com/sg/business-trends-insights/thought-leadership/planning-ahead-matters-and-agility. https://www.adaptiveplanning.com/business-agility-through-active-planning. Copyright © 2022 by Arete Coach™ LLC. All rights reserved.

Episode #1068: Gain a new insightful perspective from Karl Van Hoey—a Master Certified Coach (MCC), Executive Coach, Leader and Strategic Facilitator of Otolith Consulting, and Co-Founder of the Team Coaching Global Alliance—on the importance of active listening which “requires more than ears,” what it means to have a radically human organization, and the transition from conviction to curiosity. Karl shares a personal heartwarming lesson on empathy and his journey from a career in Human Resources and Law to his life passion of Executive Coaching. About Karl Van Hoey Karl Van Hoey is a Master Certified Coach (MCC), Executive Coach, Leader and Strategic Facilitator of the Otolith Consulting Group, and Co-Founder of the Team Coaching Global Alliance. He is also an International Coaching Federation (ICF) Senior Subject Matter Expert, Executive Professor at EHSAL Management School, Founder of CoachingJourneys.org, and an author. Before his career in Executive Coaching, Karl was a successful executive in HR leadership roles for companies such as British American Tobacco and EY. Today, Karl has a passion for helping executives build radically human organizations and helping other coaches on their journey towards certification. Along with his current coaching practice, Karl is also a board member of the People Managers Community and an advisor at Harvard Business Review. Key highlights Lessons and learnings from COVID-19 Timestamp 02:40 During the COVID-19 pandemic, Karl shares that he made several changes to his business. Because of the lockdowns in his country, Karl lost much of his group and team coaching. He shares that he had “two choices. Choice one, simply stay in my bed and do absolutely nothing. Or option number two, try to do things that I never did before.” Karl chose to start giving webinars worldwide and transition his individual coaching to a virtual format. He also started building a Facebook group called Coaching Journeys. In doing this, Karl gained more global visibility and has gained connections across the world with those he did not know before COVID-19. Today, Karl shares that he does not want to lose the global activities has built digitally, and would like to balance face-to-face and virtual coaching. Creating radically human organizations Timestamp 22:27 When asked how he helps his clients maintain an executive presence, Karl shares that he avoids teaching them and instead brings “awareness” to “their being.” He states that “It is much more about the leader they are or they want to be than about the leadership competencies that they should master or apply.” In his coaching, he helps his clients get to their “identity level” to “explore the deeper levels, their identity and who they are.” In doing this, he helps bring faster impact and progress to their goals and ambitions. He applies this philosophy to his consulting as well. He helps businesses create radically human organizations. This means that in consulting business leaders, he helps them transform human behavior by facilitating, coaching, and advising leaders and employees. In both his coaching and consulting, Karl goes deeper into the root of challenges by examining human behavior and identity with his clients. The three awakenings Timestamp 37:52 When asked about his best days ever as an executive coach, Karl shares that one of his best days was a difficult coaching session he had with a mentor as he was working towards his MCC. He shares that he had three awakenings in these coaching sessions. His first awakening instilled confidence in himself. The second awakening created resiliency in himself. The third awakening was the realization that he had to keep going. Severin comments and states that it is “a sign of intellect and humility and wisdom to be able to take a hard experience and to share.” Active listening with the entire body Timestamp 43:11 Karl shares that active listening is listening with “the entire body.” Karl explains that by using his body as an “organic antenna,” he can capture and sense everything that happens with a client’s disposition or body language. He then shares with the client what he notices and checks to see if his perspective is correct. In mentoring other coaches, he mirrors this behavior in order to show them what it means to be actively listening to others. From conviction to coaching Timestamp 51:53 Before becoming an executive coach, Karl studied law and worked as a lawyer. In order to be a lawyer, Karl had to be sure about himself and well-spoken. He explains that this caused him to be very sure in his own convictions. Overcoming this “was one of the most confronting and demanding challenges” in his journey to become an executive coach. In overcoming this, he has turned his “way of speaking into a way of listening.” “Coaching has a role to play” Timestamp 55:59 When asked about his “why,” Karl shares that he believes “coaching has a role to play… globally.” He states, “I believe that the art of coaching can have a tremendously positive and also sustainable effect on the way that our leaders converse with each other” and that it can “help in building and strengthening ecosystems.” In this, Karl helps make the world a better place through his coaching. A lesson in empathy Timestamp 59:33 When asked what makes him happy in life, Karl shares a story of a life lesson that his son taught him. He shares that when his son was 3 or 4 years old, he took him to the zoo on a hot day. After his son’s ice cream fell on the ground, Karl purchased another one. However, his son kept crying. Karl asked, “what else can I do for you?” and his son responded by simply asking for a hug. Karl explains that this was a great lesson in empathy, which he uses in his coaching today. 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 #1048: In this episode of the Arete Coach Podcast, Kenny Rogers’ lyrics from “The Gambler” are applied to decision-making in business and life—“You gotta know when to hold ‘em, know when to fold ‘em, know when to walk away, know when to run…” Continue reading for insight on how to spot sea changes, read data, and recognize patterns—or as Kenny Rogers would say, knowing “when to hold ‘em and when to fold ‘em.’”—for successful decision making. 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 Turbulence in the real estate market Timestamp 03:13 According to a survey by Zillow, more than 1 in 10 Americans have moved by “choice” or due to “circumstances” because of COVID-19. Despite the increase in home demand (and housing prices as a result), on November 2nd, Zillow suspended their home purchase plans after extensive buying and laid off 25% of their workforce. Severin questions if Zillow’s decision could be a sign of “a market top for housing,” and explains 5 underlying factors that could be the cause of high real estate prices. He states that the CARES Act, historically low interest rates, people moving to less populated areas with less housing supply, increased material costs, and the fear of missing out on real estate as a hedge against inflation have all contributed to increased real estate prices. 5 indicators of change in the broader market Timestamp 15:33 After discussing turbulence in the current real estate market, Severin addresses 5 indicators of potential changes in the broader market. First, inflation is decreasing disposable income. Second, the Federal Reserve Bank is expected to raise rates earlier than expected. Third, more corporations are requiring employees to return to the physical workplace. Fourth, material costs of housing inputs have risen. Lastly, increasing interest rates will reduce purchasing power of potential buyers. All of these factors represent potential changes in the broader marketplace. Changes in the oil and manufacturing industry Timestamp 20:40 As a result of the changes brought by the pandemic, oil prices have fluctuated greatly since 2020. On April 20th, oil prices were in the negatives. By November 11th, the price for oil had returned to $81.86. Auto manufacturers were also negatively affected by the pandemic which led to layoffs and partial work schedules for employees. When the economy began to reopen, electronic chip shortages were present which further affected the automobile industry. There have also been challenges in the shipping and supply chain industries which have greatly affected the marketplace. Experiencing the current real estate market Timestamp 25:39 Severin recently sold his “baby boomer-style family home” and shares how the demands of the millennial real estate marketplace and changes brought by the pandemic affected this process. During this experience, Severin noticed that the “shortage of housing supply was starting to abate” and shares that “you can often sell your property or business for a good price when there is plenty left in the property or business and when other buyers are plentiful. Or you risk selling your asset for less…” Severin’s experience selling a former business Timestamp 31:00 To “know when to hold ‘em” and “know when to fold ‘em,” it is vital that you know the market and examine currently available data. This includes watching out “for what people say and are not saying” in regard to the market, stock trends, and consumer demands. Severin uses an example from a former business that he built and sold to explain the importance of knowing your market. After building his business in a “disruptive space,” Severin received 5 offers to purchase his company outright. After a few weeks, he decided to sell. Severin shares that he realized he could either sell his company or his buyers would buy a competitor’s business. If this happened, his competitors would have access to “more capital” and would “crush” his “company like a bug.” Severin sold his business while his other competitors were “wiped out” or forced to file for “bankruptcy.” This experience is much like Kenny Rogers’ line “know when to hold ‘em” and “know when to fold ‘em.” Severin examined the potential outcomes of his business, the facts and data about the current market, and his options available before making his decision. Doing this confirmed that it was time, in the words of Kenny Rogers, to “fold ‘em” and reap the rewards of selling his business. Spotting future trends Timestamp 44:45 Spotting future trends is critical to knowing when to “hold ‘em” and when to “fold ‘em.” Because of this, Severin shares some tips on spotting future trends. First, being observant by reading, listening, and learning about the surrounding marketplace can help individuals spot future trends. Furthermore, finding “data points that most impact your business,” being open “to the suggestion from others,” remembering that “no business is too strong to overcome major market trends,” and remembering that “the time to sell an asset is when there is still value left in it” can help business leaders predict and respond to future trends. Applying Kenny Rogers’ line Timestamp 46:34 Severin reviews lyrics from Kenny Rogers’ famous song “The Gambler.” Rogers sings, “son, I’ve made a life out of reading people’s faces…” and Severin applies this to reading situations, competitors, and the marketplace. Secondly, Rogers sings, “if you’re going to play the game boy, you got to learn to play it right.” Severin states that, “knowing the rules, understanding the laws, understanding the regulation, understanding how others have played, learning about other people’s failures, chronicling your own, learning how to learn is an important part of learning to play the game.” Kenny Rogers’ song also states, “you got to know when to hold ‘em and know when to fold ‘em” as well as “every hand is a winner and a loser.” In applying this to life and business, Severin explains that “there are some times when you just have to put pride aside and step back from the table and accept that this may not be the game or hand you want to play… there are other times when you definitely need to get out of there because the risks are too great.” Several other lyrics from Kenny Rogers’ song “The Gambler” are also applied to life and business. Severin shares that for himself, “it’s been quite helpful to have the courage to make moves when it’s clearly not certain what the outcome would be, but where I can basically pull aside winning for a season or for a time or hand and that will allow me to play a game another day.” Download the transcript Click here to listen to the podcast, or click below to view the podcast outline and transcript: Articles Referenced Bernstein, J., Zhang, J., Cummings, R., & Maury, M. (2021, September 1). Alleviating Supply Constraints in the Housing Market. The White House. https://www.whitehouse.gov/cea/written-materials/2021/09/01/alleviating-supply-constraints-in-the-housing-market/ Black swan theory. (2021, November 6). Wikipedia. https://en.wikipedia.org/wiki/Black_swan_theory Business Insider. (2021a). Baby Boomers - Insider. https://www.businessinsider.com/category/baby-boomers?international=true&r=US&IR=T Business Insider. (2021b). Millennials - Insider. https://www.businessinsider.com/category/millennials?international=true&r=US&IR=T Casey, A., Lee, A., & Manhertz, T. (2021, February 4). 2020 Urban/Suburban Report: How Housing in Cities and Suburbs Both Thrived in an Extraordinary Year. Zillow Research. https://www.zillow.com/research/2020-urban-suburban-report-28802/ Cohn, D. (2020, July 6). About a fifth of U.S. adults moved due to COVID-19 or know someone who did. Pew Research Center. https://www.pewresearch.org/fact-tank/2020/07/06/about-a-fifth-of-u-s-adults-moved-due-to-covid-19-or-know-someone-who-did/ Federal Reserve Board and Federal Open Market Committee release economic projections from the December 14–15 FOMC meeting. (2021, December). Board of Governors of the Federal Reserve System. https://www.federalreserve.gov/newsevents/pressreleases/monetary20211215b.htm FRED Economic Data. (2021, November 30). Fred Economic Data. https://fred.stlouisfed.org/series/CSUSHPISA Fry, R., Passel, J. S., & Cohn, D. (2020, September 4). A majority of young adults in the U.S. live with their parents for the first time since the Great Depression. Pew Research Center. https://www.pewresearch.org/fact-tank/2020/09/04/a-majority-of-young-adults-in-the-u-s-live-with-their-parents-for-the-first-time-since-the-great-depression/ Hoffower, H. (2019, March 18). 7 ways rich millennials spend and display their money differently than rich baby boomers. Business Insider. https://www.businessinsider.nl/rich-millennials-vs-baby-boomers-different-money-habits-wealth-2019-3?international=true&r=US Lakritz, T. (2019, January 29). How marriage has changed from baby boomers to millennials. Business Insider. https://www.businessinsider.com/marriage-differences-baby-boomers-millennials-2019-1?international=true&r=US&IR=T Lebowitz, S., & Akhtar, A. (2019, November 21). 11 things millennials do completely differently from their parents. Business Insider. https://www.businessinsider.nl/millennials-habits-different-from-baby-boomers-2018-3?international=true&r=US North American Van Lines. (2020). 2020 U.S. Moving Migration Patterns Report | North American Van Lines. https://www.northamerican.com/migration-map Rothchild, J. (1996, April 15). When The Shoeshine Boys Talk Stocks it was a Great Sell Signal in 1929. So What are the Shoeshine Boys Talking About Now. Fortune. https://archive.fortune.com/magazines/fortune/fortune_archive/1996/04/15/211503/index.htm Rubtsova, V. (2019, April 22). Baby Boomers and the Future of Homeownership in the United States. Berkeley Economic Review. https://econreview.berkeley.edu/baby-boomers-and-the-future-of-homeownership-in-the-united-states/ Soper, T. (2020, May 18). Zillow restarts home-buying business, showing confidence in real estate amid ongoing pandemic. GeekWire. https://www.geekwire.com/2020/zillow-restarts-home-buying-business-showing-confidence-real-estate-amid-ongoing-pandemic/ Stokel-Walker, C. (2021, November 11). Why Zillow Couldn’t Make Algorithmic House Pricing Work. Wired. https://www.wired.com/story/zillow-ibuyer-real-estate/ Taylor, C. (2019, March 21). A Growing Problem in Real Estate: Too Many Too Big Houses. WSJ. https://www.wsj.com/articles/a-growing-problem-in-real-estate-too-many-too-big-houses-11553181782 The TIME Vault: November 4, 1929. (1929, November 4). TIME. https://time.com/vault/issue/1929-11-04/page/47/ Tucker, J. (2021, January 19). Austin Expected to be Nation’s Hottest Housing Market in 2021, Leading a Sunbelt Surge. Zillow Research. https://www.zillow.com/research/zillow-hottest-markets-2021-28667/ Warren, K. (2019, December 12). Millennials don’t want to buy baby boomers’ sprawling, multi-bedroom homes, and it’s creating a major problem in the real-estate market. Business Insider. https://www.businessinsider.nl/millennials-vs-baby-boomers-big-houses-real-estate-market-problems-2019-3?international=true&r=US Zillow. (2021, April 6). Zillow’s 2021 Mover Report: The Opportunity, Emotion and Trends Behind the Great Reshuffling. Zillow MediaRoom. http://zillow.mediaroom.com/2021-04-06-Zillows-2021-Mover-Report-The-Opportunity-Emotion-and-Trends-Behind-the-Great-Reshuffling Zillow Group Reports Third-Quarter 2021 Financial Results & Shares Plan to Wind Down Zillow Offers Operations. (2021, November 2). Zillow Group. https://investors.zillowgroup.com/investors/news-and-events/news/news-details/2021/Zillow-Group-Reports-Third-Quarter-2021-Financial-Results--Shares-Plan-to-Wind-Down-Zillow-Offers-Operations/default.aspx Copyright © 2021 by Arete Coach LLC. All rights reserved.

Episode #1021: Join executive coach, host of the Arete Coach Podcast, and CEO of ePraxis LLC, Severin Sorensen, in a deep dive on powerful questioning. Explored are the 7 elements of powerful questioning, the mechanics of great questions, and examples from executive coaches demonstrating the use of questions in their practice. As the episode progresses, listeners will gain insight into the powerful questions mentioned throughout Episodes #1001-1008 as well as newfound inspiration for crafting unique powerful questions. 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). Watch the podcast Click here to listen to the podcast, or click below to view the podcast outline and transcript: Key highlights Types of powerful questions Timestamp 01:40 After Severin defines what important questions are and why they are important, we dive into several different categories of powerful questions. Some of these categories include identity, pondering transitions, nature, passion, death, and change. In each category, several examples of powerful questions are given. 7 characteristics of powerful questions Timestamp 03:59 As defined by McTighe and Wiggin, there are several defining characteristics of powerful questions. In their research, they identified seven characteristics that specifically apply to creating powerful questions. These characteristics are: open-endedness, being thought provoking, calling for higher order thinking, points towards transferable ideas, raises questions that spark further inquiry, requires answers that have support, and continually recurring over time. For a deeper dive into how these characteristics are, and how they can be used, read our insight article on 7 Aspects of Powerful Questions. Short yet powerful questions Timestamp 17:13 Before referring to previous podcast excerpts, Severin gives the audience great examples of questions that are both powerful and short. These questions include “why not” and others like “why worry”? These short examples can be used as-is in the coaching practice, or elaborated on. For example, a coach can ask, “why do you think worrying is helping you?” as a more specific form of “why worry”. Podcast excerpts Timestamp 17:48 As the last main portion of this episode, Severin shares several excerpts from previous episodes of the Arete Coach Podcast where guests shared the most powerful questions they use in their practice. Questions mentioned cover family influence, discovering true desires, and addressing changes that need to be made. Each guest’s excerpt is introduced with the overall theme of their powerful question. The changing definition of powerful questions Timestamp 33:38 Severin shares thoughts on changes to the ICF Core Competencies regarding coaching and questions. The definition of powerful questions has changed in the most current issue to address a lesser focus on more “prescriptive type” work and more focus on “client autonomy.” This means that clients are given greater power and responsibility in the creation and obtaining of goals with the guidance of a coach. The changes in the ICF Core Competency represent the growth of the coaching industry to a place of nurturing and supportive guidance that brings clarity of goals and ideals to clients. Copyright © 2021 by Arete Coach LLC. All rights reserved.

Episode #1026: As the COVID-19 pandemic winds down, business leaders across the globe are questioning the next step for their employees and workspaces. Should businesses require employees to return to the workplace? If so, will employees want to come back? Should businesses begin to consider hybrid office spaces since many employees are requesting virtual employment? Severin Sorensen, host of the Arete Coach Podcast, introduces current research, statistics, and perspectives on this complex topic and discusses post-pandemic workplace issues with Ozzie Gontang, Pete Michaels, and Bridget Wenman. Join us as we examine the issue and look into ways of effectively moving forward. 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). Watch the Podcast Click here to listen to the podcast, or click below to view the podcast outline and transcript: Key highlights Current statistics and opinions of the Digital Nomad Timestamp 02:48 PricewaterhouseCoopers’ survey has shown that 55% of employees would prefer to remain remote for at least three days a week once the pandemic recedes. This has created questions for many employers on how to return to the in-person workplace, and if a full return is necessary. They also report that 87% of executives are rethinking their real estate strategy for office spaces. With the pandemic pulling people towards areas with lower costs of living, many virtual employees have relocated from their once in-person offices. Furthermore, with the increase in the desire for virtual employment there is a decreased desire for office spaces. For companies like Google—who are requiring their employees to return to the workplace—employees are threatening to find new jobs where they can continue to work remotely. Many of these employees who were moved to virtual employment have become “digital nomads” and are particularly enjoying the flexibility and freedom that the work from home lifestyle offers. These digital nomads and virtual workers have contested the demand from Google to return to the workplace as they believe that they have proven their value virtually and should be permitted to continue virtual work. Virtual employees relocating Timestamp 08:17 As introduced by the book, The Four Hour Work Week, many virtual workers are relocating to more affordable areas. Severin shares a story of an individual he knows making over $300,000 a year who lives in Vietnam to save money while working remotely. By relocating to more affordable areas, digital nomads are able to save more of the money that they earn. Furthermore, virtual employees are spending more time at resorts, visiting friends, or traveling to other locations for fun. Severin shares an example of his own son who works hard during the day and has the flexibility to have fun where he pleases after work. Some individuals on Reddit are quoted saying things such as “I moved…and saw a 63% reduction in rent and utilities…” Others have found a balance between increased flexibility of work and living a more fulfilling life. A sticky situation Timestamp 16:39 Severin shares a story of an individual who is experiencing his formerly in-person workplace trying to get him to come back into the office. Corporations are increasingly trying to convince their employees of the importance of the in-person workplace. Severin states that “the horse has left the barn” in respect to employees realizing the freedom of working virtually. This situation is very “sticky” in that younger employees are likely to grasp on tightly to the benefits and outcomes of working from home. Severin shares a story of a company in Washington D.C. who created a unique approach to returning to work and states the importance for active discussion on the topic. Research on working from home Timestamp 22:12 Severin shares a research study that analyzed the outcomes of working from home versus working in the office. The findings of this study suggest that working from home increases productivity by 13% but also a decrease in the likelihood of promotion. Severin compares this to further research by New York and Harvard who also found a 13% greater productivity. Society for Human Resource Management’s (SHRM) 10 considerations for returning to work Timestamp 25:23 SHRM released ten considerations for returning to the post-pandemic workplace. Severin reviews and discusses each consideration. Some of these considerations offered by SHRM include workplace safety, employee benefits, and vaccination policies. Severin offers examples from his own experience handling workplace health needs. By analyzing the potential health risks and creating proper cleaning and material procedures, employers can further the overall health of their employees, decrease sick days, and increase overall production. Potential discrimination by work type Timestamp 35:31 Bridget Wenman introduces the concept of the differences between those who are able to stay home and those who are not. This can create an increased disparity between those employed virtually and those with in-person employment. This topic is further analyzed by Severin with the use of research from Stanford. Currently, virtual employment covers mostly knowledge-based worker careers. However, those who are not knowledge-based workers, such as those in retail, health care, transport, business services and other customer service careers do not have the ability to work from home. According to Stanford, higher-earning and more educated employees are more likely to work remotely than those with lower paying careers. Inequality between employees such as this can lead to even further inequality as those with virtual employment can continue sharpening their skills and those without in-person employment are unable to further their careers. Increased working hours and a need for learning Timestamp 42:58 With a reduction in commute time, virtual employees are working longer hours than those with in-person employment. Much of the increase in working hours has been explained by the reduced, or a total lack of, commute. Ozzie Gontang states that while longer hours are beneficial to the business as a whole, there could be social ramifications for the employee. The need for a work/life balance is essential, and some individuals purposefully use their commute home to “shut off” and say “I am no longer working.” There has also been an increase in Zoom meetings and emails. In reflection, Severin summarizes the findings of research done by University of New York and Harvard. Furthermore, it is necessary to learn how to work effectively when working virtually. Severin shares a story about his experience of learning throughout the covid-19 pandemic and how it impacted his speeches with Vistage. The flexibility of virtual employment Timestamp 48:05 According to research conducted by McKinsey & Company, employees after the pandemic are more likely to prefer a flexible working model that allows them a balance between work and life—especially for those with young children or elderly that need to be taken care of. Severin shares a story of his experience as, what he called, a “time merchant.” Through this experience he shares, Severin learned to focus on task competition, rather than time management. Employees with young children, according to research by McKinsey & Company, are most likely to prefer flexible work locations. JetBlue’s virtual employment Timestamp 54:16 Severin introduces one of the early adopters of virtual employment, JetBlue, and explains their employment practice. Employees that were virtually employed by JetBlue, were given a monthly get together at a convention center. At this get together, they received training, community building activities, and a place to share ideas with coworkers. This monthly get together gave employees an increased sense of a community that is often fostered by the in-person office. By replacing the in-person office with these get togethers and giving employees the ability to work from home, employees were able to enjoy being a member of the type of community offered in a traditional office space while, without the strenuous need to balance work and personal life. Copyright © 2021 by Arete Coach LLC. All rights reserved.

Episode #1003: Explore the coaching journey of Divya Jegasundaram, PCC, ACC, MSLC, CLC and discover why she is an incredible role model who is setting a great example for others to follow in Episode #1003 of the Arete Coach Podcast. Continue to watch the interview, download the transcript, and read the recap. About Divya Jegasundaram Divya Jegasundaram is an ICF certified PCC coach, trainer, mentor, speaker, and best-selling author of a book series Coach Wisdom, that explores the secrets of 21 successful coaches. She is also a contributor to the Huff and Thrive Global. Divya is a mother of two wonderful children. Prior to coaching, she was the youngest bank manager for the seventh-largest bank in the world in both UK and North America. She currently lives in Toronto, where she is the senior lecturer and teacher of certified courses on life coaching, organizational development, and executive coaching at an ICF accredited coaching school. Divya has been recognized for her achievements with two distinct awards: Women in Management Canada Entrepreneur Award and Woman on Fire Businesswoman of the Year Award. Watch the podcast Click here to listen to the podcast, or click below to download the outline and transcript: Key highlights From a Banking Manager to a Coach Timestamp 02:00 From a very young age, Divya was extremely goal-driven. She first got into banking at age 17, working as a teller on Saturdays. Her father disapproved of her working while she was still in the study phase of her life. However, despite her father's disapproval, and with her mother's support, she continued working there and, at 18 years old, decided to pursue her career in banking instead of going to law school. At that point, she made a goal to become the youngest bank manager in the UK and be more successful than any other 21-year-old coming out of university. By the age of 25, she became the youngest bank manager in the UK and North America. She has met her goals, and although it felt good on some levels, she wasn’t feeling how she expected she would. Her position didn’t align with her core values and beliefs. She felt disconnected from who she is and who she has known herself to be. While she was on maternity leave with her second daughter, she was thinking about what else is out there that she could do. She thought about her strengths, weaknesses, successes, and failures. She started researching and looking into things she always had an interest in, such as personal development. Before that, she never knew she could make a career out of it. That is when her journey with coaching began. Preparing Herself for Her Career in Coaching Timestamp 05:10 Very soon, Divya realized that she would need to somehow set herself apart within this giant pool of coaches and people who are calling themselves coaches. She decided to get certified. In her opinion, going through a proper format and structured learning makes a difference and teaches coaches a different sense of what coaches actually do. When she was starting, she didn't look at the executive coaching role at all. After moving to Canada, she realized very early that there is an issue around age, so she thought executive coaching wouldn't be a good fit for her. She decided to get into life coaching, personal coaching. She knew she wanted an ICF approved school and took the time to know who the CEOs and the lecturers were before she decided. But, being intuitive based, Divya’s intuition also played a significant role in deciding on a coaching school. Today, her practice is a combination of personal life coaching clients, executive clients, and bigger corporate contracts, where she works with new and aspiring managers and inspiring leaders in the organization. Being a mum also gives her a different perspective and insight into some issues that female executives might be facing. That is why she has a separate section of just female executives or female managers who are trying to achieve a healthy work-life balance. Coach Wisdom Timestamp 10:52 After lecturing for a few years, Divya realized many students would go through the program, get certified, and then look for a book or something that could help them going forward. However, there wasn’t a lot of it out there, so Divya and her friend Snehal R. Singh decided to wrote Coach Wisdom, in which they would share the stories of 21 successful coaches. They wanted Coach Wisdom to be a compilation of different perspectives coming from coaches across the globe. Working in an international school, she noticed many of her students have this misconception that coaching is easier in some parts of the world. Having international coaches sharing their experiences and talking about their journey was a way to tackle that misconception. While working on two volumes of Coach Wisdom and talking with 42 different coaches, she realized that the commonality between them is that they all felt this purpose to get back and impact and create a difference. None of them gave up, although it was hard for every single one of them, and they had a tremendous amount of failure along the way. However, they didn't give up on what they've felt was their calling and didn't stop investing in themselves, realizing the importance of personal development. “How can we actually give to others and try and develop them if we're not actually developed ourselves?” A Teleclass Coaching Method Timestamp 15:02 Divya is teaching through a method of teleclasses for the last eight, eight and a half years. She noticed that the audio-only method is increasingly popular, mostly because it is convenient for people and is not limited by geographical area. In her opinion, the fact that it is audio-only teaches the aspiring coaches the importance of listening from the very beginning. It teaches them that they don't have to rely on physical contact to build a rapport with a client. 95% of her personal clients are also audio-only. One of its advantages is that she can take notes without breaking a rapport every time she needs to write something down, as it might happen when the client can actually see you. She started working that way before the age of Zoom. That helped her work from the comfort of her home, which was very helpful because she had small kids and enabled her to work with an international clientele. Another reason she prefers audio-only is the fact that she can listen with her eyes closed, which helps her to really listen and concentrate only on what her client is saying. Although you are not seeing your client, there are many different cues a coach can pick on, such as the breathing, the pause, the tonality, the speed at which they are speaking, the breathlessness. We are not even aware of some of them because we are relying mostly on visual cues. A Lesson She Wishes She Had Learned Earlier Timestamp 21:59 When she started coaching, Divya thought she could just step into the executive environment and run with it. However, early on, she got discouraged when a few people made remarks about her age. That led to a loss of confidence, especially with bigger contracts and coaching opportunities, which she stopped herself from pursuing out of fear. A lot of the time, she would portray a fake toughness and would get defensive. Working through it, she realized that she has to own what she is doing. She reminded herself what her strengths are and what her niche area is. She has learned to accept that she is on the younger side when it comes to executive coaching. She would like that she had understood earlier that if she can own what she is doing and do it confidently, without fear or doubt, she will progress. The “Why” Timestamp 25:09 When asked about her "why," which gives her purpose and energy, Divya immediately answers her children are her “why” and the reason for everything she does. They are the reason she wants to create a difference and make an impact. She wants them to grow up not only saying, “The sky is the limit,” but really believing that: “They can achieve absolutely anything that they put their minds to. And it doesn't matter what obstacles, challenges, barriers they are hit with. There's always a way to overcome it if they should want to.” She also wants to teach her children that it is about serving others and helping people outside of you and just your family. She wants to impact the individuals she meets, inspire something within them, and light a fire in them to do more with their own lives. That is one reason why, as a title for herself, she chose "Certified Fulfillment Coach." In her own words: “We keep working, working, working towards this goal—I want to earn this much. I want to get to that position in my job—but when we get there, we still don't have that sense of fulfillment or happiness or joy that we thought we were going to feel.” That’s why her purpose is to light that fire in others. And she hopes that when her children see that, they will also want to serve and help people behind them. The Powerful Questions to Ask Timestamp 30:20 Some of the biggest and most consistent questions Divya likes to ask her clients are focused on what they want and where do they see themselves in the future. She asks them about their biggest barriers and obstacles that are standing in the way for them in achieving this. She likes to help her clients visualize what they want as if they've already got it. But then, after they've felt how it would feel like, she brings them back to their present inaction by asking questions such as: "Okay, it's a year down the line. It's six months down the line. It's even two months down the line. And you haven't gotten going with this journey. You haven't started any of this. How do you now feel?" She finds those questions really powerful because they take a client through a journey, getting them to visualize everything they want and then bringing them back to the present day and inaction. She also loves what and if questions, such as: "So, what will happen if X, Y, and Z changes?" As well as when and if questions: "When this changes, if this changes, what do you then see your life looking like?" Divya emphasizes that she tailors her questions to who she is with but likes to keep them simple and relatable. Life Coaching vs. Executive Coaching Timestamp 33:45 Whether Divya is coaching an individual on life or coaching someone on an executive level, the formats and the fundamentals—the do's and the don'ts, the art of listening and asking questions, building rapport, ability to give feedback— are the same. The greatest difference lies in the fact that the executives she works with aren't choosing to work with her themselves. The company hires her, and the executives are assigned to her. On the other hand, her personal clients have chosen to work with her. That might impact the willingness of the person to fully participate and engage with the coach. Another difficulty she sometimes faces comes from her male executive clients, who might act defensive, in a way, and have a hard time accepting she is going to coach them. For that reason, before she starts the paid sessions with her executive clients, Divya has one session with them where the goal is to get to know each other. That helps the clients feel more comfortable, put a face and a name to the voice, and it helps to build rapport. After that session, they go back to audio sessions only. Divya mentions that she doesn't see a huge difference in her coaching of her personal clients and her executive clients, other than the fact that there is a different set of goals to work on. Non-judgment Timestamp 37:24 When asked how she manages to stay in a state of non-judgment, even when she hears stories that would be easy to judge, Divya replies: “Even in my session, I remind myself this is not about me, it's not about my life, and I'm not here to judge.” The Advice for Those Considering a Coaching Career Timestamp 37:46 If you are interested in coaching and think it is something you could do, Divya’s advice is to sign up with a school that is ICF approved to get certified from the very beginning. When you are a certified coach, you are already setting yourself apart from many who call themselves coaches. The next possible step is to become an ICF accredited coach; something companies ask you about before hiring you as an executive coach. So, if you already know you are planning to work as an executive coach, it would be best to get a minimum of the ACC as soon as possible. On Curiosity and Wanting to Know More Timestamp 40:23 Divya mentions a powerful quote that one of her authors from Coach Wisdom shared with her, that says: "Coaching is a curiosity with clarity." She believes that the curiosity that coaches have helps their clients get clarity on what it is they want and what they need to be doing less of or more of, and what do they need to let go of. But it also helps keep the coaches on their toes to keep engaging and keep the coaching conversation interesting and moving. Divya mentions that she didn't place as much importance on growth and learning as a coach in the very early years of her coaching. With time, she started to feel that there is so much more value to be added and that she wanted more. That led to her journey of always developing herself as a coach through various courses and education. People Too Hard to Coach Timestamp 43:57 Every coach has individuals that they find too hard to coach because of the certain characteristics they have. For Divya, those are the ones who think they are ready to make changes and to do some things in their lives, but when it comes to it, they are not. And then they blame the coaching process for their inaction. If such a situation happens in personal coaching, she doesn't sign those clients. However, in executive coaching, the clients are assigned to her. Learning from her experience, she started building into her contract that she would give individuals up to three sessions to start progressing. If, after three sessions, the progress is not happening, and there is no willingness to progress, she has a conversation with the sponsor where she advises to apply the budget that was meant for that individual to a different employee. That way, she isn't wasting anybody's time or the company's money. Measuring Her Life Timestamp 46:03 When asked about how she will measure her life, Divya replies: “I'll measure [life] by the number of people or the number of lives I've been able to impact.” Copyright © 2021 by Arete Coach LLC. All rights reserved.