Episode #1012: Delve into the millennial mindset, mental fitness, saboteurs, and changing the way we see failure with Lisha Davidovits, an Associate Certified Coach (ACC), Certified Professional Co-Active Coach (CPCC), and Certified Positive Intelligence Coach (CPQC) who helps high-achieving millennials in the San Francisco Bay Area break out of their comfort zone. About Lisha Davidovits Lisha Davidovits is a success coach with credentials as an Associate Certified Coach (ACC), Certified Professional Co-Active Coach (CPCC), and a Certified Positive Intelligence Coach (CPQC), who helps high-achieving millennials in the San Francisco Bay Area break out of their comfort zone. With a focus on mental fitness, holistic care, engagement and patience, Lisha aims to help people “thrive with peak performance and happier lives.” She embraces the feeling of genuine curiosity and active listening as she coaches her clients to success. Watch the podcast Click here to listen to the podcast, or click below to view the podcast outline and transcript: Key highlights Finding a passion for coaching Timestamp 02:24 Lisha Davidovits found her passion for success coaching after her career at Dale Carnegie and experience as a stay-at-home mother. She found her passion for coaching after helping a friend analyze a difficult decision they had to make. In that moment, she asked questions with sincere curiosity and helped her friend work through their situation. After the conversation, Lisha felt that “spark” she was searching for. From that point on, she was dedicated to “doing it right,” getting the training she needed, and becoming an excellent coach. Learning the millennial Timestamp 08:57 To gain a better understanding of the millennial generation, Lisha dove into research and initiated conversations with millennials themselves. She sought to understand their “pain points," “obstacles,” values, and sense of identity as a whole. In her practice and research, Lisha has found that millennials are accustomed to speed and instant gratification. In fact, many times in her practice, she has to remind clients to be patient and realistic when slowly working towards their goals. She has also found that millennials have an intense high-achiever's drive, and desire mission-based work and recognition for what they bring to the table. Lisha helps embrace their real goals by releasing some of the pressure they place on themselves. The Co-Active Training Institute Timestamp 13:49 In Lisha's desire to attend the best school and achieve the best training for her career in executive coaching, she chose to attend CTI: the Co-Active Training Institute. She spent over two-hundred hours on coursework and training in her pursuits to be a coach. In her training, she experienced group critique and direct developmental feedback, while learning the art of fulfillment—in other words, helping people hone into perspective, physicality, and what really matters. Mental strength Timestamp 19:29 With her certification in positive intelligence (PQ) coaching, Lisha has been able to focus on developing her clients’ mental strength. She walks through their processing and goal discovering with the intent to strengthen them mentally, just as a physical fitness instructor would. Lisha believes that this is essential to positive intelligence and pushes her clients towards greater goal achievement. She shares a story of how a client of hers revealed that because of the mental fortitude he had built, he was able to make effective decisions that would in turn help him achieve his goals. Learning through failures Timestamp 23:50 When asked if there was anything Lisha wished she knew before her first day as a coach, she instead chose to embrace her own learning process. In the face of challenge, Lisha chose to learn through her mistakes and failures. She states that this is evidence of her growth as a high achiever. She has turned her most challenging moments into periods of self-reflection and growth through compassion and seeing all “challenges in life as being gifts or opportunities.” Lisha is grateful for her journey as a coach so far, and is looking forward to deepening her impact on others. A passion for helping others Timestamp 27:55 Lisha’s “why” or the driving force behind her work is a passion for helping others, listening to their stories, and learning more about different types of people. She shares a story of how this has been her “authentic” self from a young age. Lisha also shares her ability to make a safe space for people. Throughout her life, she has enjoyed learning from others and listening to their stories. Her passion for listening and helping has been put to full use in her successful coaching career. The due diligence of coaches Timestamp 37:43 In Lisha’s own experience, she has noticed a large number of new coaches joining the industry and an increase in usage of technology in the coaching practice. She states that it is important for coaches to do their “due diligence” and get quality training to provide the best care possible for their clients. Lisha has also noticed many companies investing in the wellbeing of their employees. She correlates this with the constant pushing towards goals and higher rate of burnout millennials experience. Lisha believes that stronger executives will be made from the turn toward mental wellbeing. Playing big Timestamp 41:40 Lisha states that she will measure her life by her ability to help as many people as she can and “not playing small, by playing big and by really going with fierce courage” into her full potential. Lisha values taking risks and living outside her comfort zone as it's how she learns about new ways she can impact others. With her focus on mental strength, she has learned to be “perfectly imperfect,” refuses to “shy away from opportunities,” and has developed endurance as well as an appreciation for failure. Because of this, she continually enters new avenues of impact, learns new things, and grows towards the person she wants to be in her own life. Copyright © 2021 by Arete Coach LLC. All rights reserved.

Emotions play an integral part in our conversations, motivations, and relationships with others. According to current research, our ability to accurately define the emotional state of others is not as accurate as we would like to believe it is. According to Peter Walla and Jaak Panksepp: “Facial expression is an emotion of the person the face belongs to...” - Walla and Panksepp 2012. If facial expressions—the very way we estimate the emotions of others—are subject to each individual’s subtle variations, we have to introduce a different, more accurate method of understanding our client’s, customer’s, and executive’s emotions. If we want our interactions with others to be based on truth and not misconceptions, we must ask direct questions. We need to ask questions that clarify and dive deeper into the root cause of challenges. The research According to research by Wilhelm, Hildebrandt, Manske, Schacht, and Sommer, the average individual’s ability to recognize “emotion-specific” features is not entirely dependable (2014). In this study, 269 young adults were given a total of 16 tasks. Each task varied in the measured aspect of emotional facial expressions. According to the task provided, reaction time and answer choices were recorded. In each of the tasks, participants were instructed to give their interpretation of different photographs (Wilhelm et al., 2014). Each of these photographs represented an emotion via a photo of a facial expression or visual manipulation of a facial expression (ie. inverted image). All of the data was analyzed using “statistical software” and data analysis methods such as rmANOVAs. The results from these tasks indicate that when emotional expressions get “morphed”, overly-specific, or combined with others, individuals had a harder time identifying the correct emotion that is trying to be expressed. The implications How often in our daily lives do we assume the emotions of others? It hap pens in every conversation. While we might be able to generally distinguish happy verses sad, according to this research, we are less likely to make the correct assumption between more complex emotions such as depressed, tired, or frustrated. It is common knowledge that humanity as a whole is emotionally complex, but with this information in mind, how do we navigate our conversations with others if we cannot depend on our interpretation of their facial and emotional expressions? Simply stated, we ask questions. If we can’t depend on our assumptions or ideas of how people are feeling we have to ask them directly. Emotions, as well as their expressions, are intricate and subjective to individual experiences therefore they must be addressed directly in conversation. By asking direct questions about the emotional state of the individuals we interact with, we can have a better understanding of their perspective and emotional state as a whole. Questions to ask “Questioning is a uniquely powerful tool for unlocking value in organizations: It spurs learning and the exchange of ideas, it fuels innovation and performance improvement, it builds rapport and trust among team members. And it can mitigate business risk by uncovering unforeseen pitfalls and hazards” -Brooks and John 2018 Questions have power in our daily interactions. They clarify, identify, bond, and secure communication and understanding between parties. They also inspire and motivate intentional thought between individuals. Once questions are introduced to the conversation, both parties have the opportunity to clarify communication. This is essential for effective business practices. Miscommunication between executive leaders and their employees or fellow administrators can muddle the objective at hand. By asking questions, goals can be clarified and further supported in their achievement by ensuring all parties understand the tasks at hand. Questions are also essential for executive coaching. The use of questions during group or one-to-one sessions with executive leaders allows for a deeper understanding of goals, fears, and the current climate of an individual’s work and personal life as well. By gaining this widened perspective of clients, coaches can address and encourage their client’s thought processes with more accurate information, thus leading to greater change and impact. Questions that invite follow-up Questions that invite follow-up responses further conversation along and support the bonding between two parties. Brooks and John identify follow-up questions as questions that “solicit more information” (2018). These are questions that can “zoom in” or “zoom out” of the theme at hand (Nguyen, 2020). These questions invite the other party to elaborate, explain, or clarify communication. This is important when attempting to identify the other party’s emotions towards a specific subject. By simply asking, “How do you feel about…” individuals are encouraged to vocalize and identify the emotions that they are experiencing. One of the roles of an executive coach is to help the client further their own understanding of their thought processes, goals, and decision-making skills. With the additional information that follow-up questions provide, coaches can address clients with greater confidence in their understanding of the client’s goals and emotional state. Questions that clarify Asking questions that clarify might seem daunting at first. Questions that seek to clarify information are often avoided by coaches and leaders for fear of seeming unattentive. However, these questions are essential to ensure an accurate understanding of the other individual. According to the psychological principle of active listening, clarifying information ensures accurate understanding and bond development between parties. When the information received is repeated back to its sender, both individuals are ensuring accurate communication. Furthermore, it creates an atmosphere of attentiveness. When speaking with clients or employees, repeating the information back to them tells them that you are paying attention. This attitude of attentiveness allows the other party to feel heard and understood. This feeling, in turn, further develops the bond between both parties. Questions that dive deeper One of the central goals of executive coaches is to encourage clients to dive deeper into their own thought processes. Coaches can use questions as a way to motivate clients to dive deeper into the understanding of their goals, aspirations, emotions, and fears. Questions that encourage clients to dive deeper include questions about the future, potential outcomes of decisions, goals, fears, and current desires. For example, when meeting a client who must make a vital decision for their company, a future-based question would be: “What is the best outcome of this choice?” This encourages the client to open up and speculate about their fears regarding the decision and their goals. By inviting clients to intentionally dive deeper into their thought processes, coaches can remind them of their original goals and support the achievement of them. According to Cheverie, “a good question can create an “aha” moment, which can then lead to innovation and growth” (2017). Questions that dive deeper into the meaning of action, emotion and habits can create these “aha” moments and inspire intentional change. Executive leaders can also use questions that dive deeper than surface-level information. Questioning “helps you uncover the challenges you’re facing and generate better solutions to solve those problems” (Cheverie, 2017). When faced with problems or conflicts in the subgroups of a corporation, it is important to dive deep into the root cause of these issues. As stated prior, we cannot assume the emotions of others based on their expression alone, so it is important to always clarify others’ emotions through questions. After clarifying, it is important to understand the source or root of these emotions by asking questions that dive deeper. For example, customers can be less satisfied with customer service because service employees currently feel they are not paid enough. In this example specifically, it can be easy to minimize the background information and view employees as impatient or untrained, when in fact employees are feeling wronged or shorted by the company they work for; thus creating an atmosphere of distention. To resolve issues like these, executive leaders must use questions to dive deeper than surface-level issues at hand. This can be done by viewing problems as puzzles to be solved. Each puzzle piece is a tidbit of information that first needs to be found. By gaining insight into the deeper experiences of employees, leaders are more inspired and supported to create solutions that are better for the employees and the corporation as a whole. What does it all mean? Both leaders and coaches must ask questions. Questions allow people to bond, learn, clarify, and dive deeper into issues, tasks, or subjects at hand. Coaches and leaders alike can use questions that invite follow-up because they explicitly ask for more information than initially given. This additional information can be valuable to ensure correct decision-making. Questions that clarify information are also used by coaches and leaders. By clarifying given information, you can portray an intentional awareness of the other’s thoughts, feelings, etc. This awareness further develops the bond between individuals Lastly, by directly asking questions that dive deeper and question future goals and current ambitions, coaches and their clients can gain a better understanding of what their goal is and how they want to achieve it. Using questions that dive deeper for executive leaders allows them to reach the root of issues and decisions, thus increasing their intentional impact corporately. In the wise words of Anne Burrell, “Part of being successful is about asking questions and listening to answers.” References Cheverie, J. (2017, February 13). Why Asking Good Questions Can Help You Be a Better Leader. EDUCAUSE Review. https://er.educause.edu/blogs/2017/2/why-asking-good-questions-can-help-you-be-a-better-leader#:~:text=Here%27s%20why%20asking%20questions%20is,solutions%20to%20solve%20those%20problems.&text=If%20you%27re%20asking%20a,or%20take%20on%20the%20challenge. Nguyen, T. (2020, May 20). A beginner's guide to asking follow-up questions in user interviews. Medium. https://uxdesign.cc/a-beginners-guide-to-asking-follow-up-questions-in-user-interviews-2fbeba124712. Walla, P., & Panksepp, J. (2013, January 9). Neuroimaging Helps to Clarify Brain Affective Processing Without Necessarily Clarifying Emotions. IntechOpen. https://www.intechopen.com/books/novel-frontiers-of-advanced-neuroimaging/neuroimaging-helps-to-clarify-brain-affective-processing-without-necessarily-clarifying-emotions. Wilhelm, O., Hildebrandt, A., Manske, K., Schacht, A., & Sommer, W. (2014, April 16). Test battery for measuring the perception and recognition of facial expressions of emotion. Frontiers. https://www.frontiersin.org/articles/10.3389/fpsyg.2014.00404/full. Copyright © 2021 by Arete Coach LLC. All rights reserved.

Episode #1013: Spin challenges into character-building experiences with insights from Jay Curry, an executive coach, Professional Certified Coach (PCC), Certified Professional Co-Active Coach (CPCC), former Vistage chair, master chair, founder of Texas Business Live, co-founder of Texas Business Radio, and former partner at Deloitte and PWC. Other topics discussed during this episode include building strength in adversity, helping others succeed, the need for training, and the differences between consulting and coaching. About Jay Curry Jay Curry is an executive coach, Professional Certified Coach (PCC), Certified Professional Co-Active Coach (CPCC), former Vistage chair, master chair, founder of Texas Business Live, co-founder of Texas Business Radio, and former partner at Deloitte and PWC. Jay has over 14 years of experience in coaching and has a passion for being a servant to others. Jay came into the executive coaching world after retiring from a successful career as a consultant. Jay has since pursued the executive coaching field with success out of Texas and published several bestselling books and novels. His passion for making the lives of others better is exemplified in his coaching practice as his clients are better equipped to achieve their goals and attain a better quality of life. Throughout his career as an executive coach, Jay has completed numerous courses and training to become the best coach he can be and continually uses his experiences in the corporate world to aid his clients throughout their consultations with him. With his tenacity to turn challenges into character-building experiences and his passion for helping others, Jay has become an influential difference-maker in the executive coaching practice today. Watch the podcast Click here to listen to the podcast, or click below to view the podcast outline and transcript: Key highlights Building character through challenges Timestamp 01:49 Jay shares an impactful story on his experience with challenges. Early in his career, Jay was in the running for a promotion. However, due to writing difficulties, he was not selected. Jay did not take this as a permanent defeat, but instead decided to take several writing courses with Tulsa Junior College. By engaging in these courses, Jay was able to take what once was a challenging setback and turn it into a flourishing career. Since his participation in these courses, Jay has excelled in his writing abilities. He has published several novels and books, some of which have received awards and significant recognitions. Jay shares how this need for excellent writing was once a “career killer” in his personal journey, but instead of accepting defeat Jay pursued excellence. This story of perseverance is a prime example of how Jay has turned the challenges he has faced in his career journey into character-building strengths. From consulting to coaching Timestamp 07:37 Jay’s career as an executive coach sprouted from his desire to be a servant and provide a valuable service to people. This desire led him directly into the consulting industry where he experienced the inner workings of many large businesses. Jay states that he didn’t particularly enjoy retirement, so when he was contacted by Vistage, he decided to enter the coaching field. It was in his training that he learned how to move from consulting to coaching. By continuing his career in the executive coaching field, Jay has continued to embrace his passion of helping others succeed in their businesses and personal lives. To further aid his coaching practice, Jay underwent training offered by the Co-Active Training Institute (CTI) and pursued certifications from the International Coaching Federation (ICF). Jay’s encounter with Sam Walton Timestamp 17:13 Jay had the opportunity to work with Sam Walton, founder of Sam’s Club and Walmart. In working with Sam, Jay noted that a small portion of sales were allocated to the advancement of technology, to which he praised Sam for. Sam’s response gave humble recognition to the staff he employed. In this moment Jay shares how he learned a lesson in the importance of humility as a leader. Using questions to create answers Timestamp 21:04 Jay seeks to lead his clients to their own answers instead of providing the answers for them, as he would in a consulting relationship. Jay states that he learned this tactic through his training and overtime realized how important it was for client to come up with their own conclusions. Jay states that many times his clients’ solutions were better for their specific situation than the solution he would have originally offered. When coaching his clients, Jay remembers that in order for clients to reach their goals it is important for them to believe in their goals and the creation of them. Investing in high performers Timestamp 25:46 In his current coaching practice, Jay facilitates CEO and role-focused pure advisory groups. These groups are not training sessions, but offer successful individuals the opportunity to receive advice and bounce ideas off one another in open and honest communication. In this practice, Jay seeks to call entrepreneurs and business leaders to invest in their top performing sales people. He believes that high performing employees can be even greater with additional support. Severin comments on this program with a note that when employers invest in high performing employees, their bottom line is directly affected. Being better leaders, living better lives Timestamp 28:44 Jay’s “why” is that “we can all be better leaders, living better lives.” Jay uses this mindset to propel himself and his clients towards success. Jay believes that everyone can be a better leader which further supports his desire to help CEOs and executive leaders in his coaching practice. Jay’s best days as an executive coach are when people state how valuable his coaching session has been for them. It is during these moments that Jay’s desire to help people live better lives is affirmed and completed. In response to his impact on his clients, Jay states that if he “can help somebody become a better leader and a better person, then” he’s “lived a good life.” Powerful questions and quotes Timestamp 30:19 When faced with clients in group settings that do not share their current goals or struggles, Jay takes a direct approach to encourage engagement. By asking direct questions, Jay is able to spur the group towards success and support all of his clients needs by making a collectively supportive group. Jay also enjoys using quotes in his coaching sessions. In every meeting he tries to use three impactful quotes. By using quotes, Jay seeks to encourage thought and consideration towards a specified topic. Entering the Vistage community Timestamp 35:43 When asked about his experience as a Vistage chair, Jay shares how he needed to develop a large database of contacts to develop his coaching practice while being relatively new to the Houston, Texas area. His pursuits led him to develop the “Win, Win, Win” method. He began talking to all the corporate contacts he had, explaining his passion for helping others and the programs he was creating. In doing so, he was able to develop a contact database with over two-hundred individuals, all whilst avoiding the traditional cold-calling method. This story is another great example of Jay’s perseverance in the face of adversity and how he has taken challenges and turned them into career changing moments. Texas Business Live Timestamp 41:08 After developing Texas Business Radio, Jay decided to develop the Texas Business Live Podcast. In this podcast, he has interviewed over six-hundred business leaders in a little over four years. The motto of this podcast is: “When CEOs know, companies grow.” This mindset drives Jay’s podcast forward and further supports his mission of helping CEOs lead better and live better lives. Along with business leader interviews, the Texas Business Live podcast provides important current events that are prevalent to CEOs in Texas. The information provided in this podcast has proven to be indispensable for many CEOs and business leaders in the state of Texas. Being a servant Timestamp 43:19 When asked how he would measure his life, Jay responds with two measures. First, Jay measures his life by the flourishing relationships he has with his wife, children, and grandchildren. Second, Jay measures his life by the ability to serve others. Jay states that “the major amount of my life would be those people that say, ‘You served me well.’” Copyright © 2021 by Arete Coach LLC. All rights reserved.

According to a brain-health expert, this is the way to perform “whole-brain combination workouts". This article was originally published by Rihazudin Razik on April 17th via Medium.com. The author has given permission to feature this article on Arete Coach. A decade ago, my father-in-law had a brain stroke. One day he was a gentle husband and father; the next, he changed. Though he survived — nothing short of a miracle — the region of his brain responsible for empathy was permanently damaged. His gentleness disappeared. When I met my husband, his father had already changed. To me, he seemed normal, albeit a bit cranky. But my husband insisted: His father — the father who’d raised him — was gone. Now every time I meet with my father-in-law, I’m faced with a powerful reminder: We need healthy brains. Our loved ones and our own identities depend on it. But what if I told you that it was possible to do more than maintain a healthy brain? What if you could enhance it? According to Marian Diamond, one of the founders of modern neuroscience, “with proper stimulation and an enriched environment, the human brain can continue to develop at any age.” This is called Neuroplasticity. In simple terms, It’s the brain’s ability to continue growing and adapting despite aging. Even as adults, our brains continue to create neurons that — if properly stimulated — can strengthen our mental capabilities and sharpen our memories. Before, I thought you achieved this by doing sudokus and crosswords. But that’s like believing you get a full-body workout when you exercise your abs. It’s incomplete. In his book, Memory Rescue: Supercharge Your Brain, Reverse Memory Loss, and Remember What Matters Most, New York Times Bestselling author Dr. Daniel Amen addresses this problem. He offers us a complete guide to doing a “whole-brain combination workout.” To fully reap the benefits of Neuroplasticity, Dr. Amen suggests we work on five different brain areas: the prefrontal cortex (PFC); the temporal, parietal, and occipital lobes; and the cerebellum. Here’s how: The Prefrontal Cortex: The Brain’s CEO The brain has four main regions or lobes: frontal, temporal, parietal, and occipital. The last two perceive our surroundings, whereas the first two — where the prefrontal cortex is located — integrate and analyze the sensory information before making decisions. According to Dr. Amen, the prefrontal cortex is the brain’s CEO as it “enables us to learn from our mistakes and make plans.” When it’s healthy, we’re organized, goal-oriented, thoughtful, empathetic, and emotionally intelligent. We avoid saying or doing idiotic things. When it deteriorates, though, impulsivity, disorganization, poor time management, lack of empathy, among other unwanted problems, arise. How to exercise it: Language games such as Scrabble and Boggle. Crossword puzzles. Speech and debate classes or any other public speaking activities. Strategy games such as Risk, chess, and Catan. Prayer and meditation. “It may be the most powerful prefrontal cortex booster of all. It improves focus, executive function, judgment, and impulse control.” Weight training combined with aerobic activity (brisk walking). The Temporal Lobes: The Brain’s Memory Center The temporal lobes have a crucial role when it comes to memories. They contain the hippocampi, two seahorse-shaped structures that house the stem cells responsible for producing new neurons. According to research cited in Dr. Amen’s book, the hippocampi can produce up to 700 new cells every day if we exercise, include omega-3 fatty acids in our diet, engage in mental exercises, and have active social lives. Imagine the potential! However, without a nourishing environment, trouble can befall the temporal lobes, spelling doom. Damage in this area can lead to short and long-term memory problems, reading difficulties, an inability to find the right words in conversation, trouble reading social cues, and mood instability. How to exercise it: 3D video games such as Super Mario 3D. Intensive learning (a degree or a dedicated course). Memorization of poetry and prose. Learning to play a new musical instrument, which also stimulates the Prefrontal cortex, parietal lobes, and cerebellum. Physical exercise. The Parietal Lobes: The Brain’s GPS The top, back part of the brain contains the parietal lobes, responsible for our sense of direction and our ability to know right from left. In other words, our GPS. People with trouble in this area often get lost and find it difficult to track objects visually. Worst of all, though, is that people with damaged parietal lobes deny their problems. Those affected don’t recognize the danger they’re in. And how can you solve a problem without acknowledging it first? How to exercise it: Math games like sudoku. Juggling. Golf. “40 hours of training increases gray matter in the parietal and occipital lobes.” Dancing. Map reading without a GPS device. The Occipital Lobes: The Brain’s Eye If you can read this, then your occipital lobes are fine. Located at the back of the brain, they process visual information. Light, shade, color, and basic shapes are then sorted out. If there were trouble in this area, you would find it hard to discern colors, faces, and anything else in the visual realm. How to exercise it: Golf. Optical illusion exercises. 3D movies. VR (Virtual Reality) experiences. The Cerebellum: The Brain’s Coordinator Though the cerebellum “makes up only 10% of the brain’s volume, it contains 50% of its neurons.” Not only that, but it’s involved in higher-level thinking like learning, language, judgment, and thought coordination. If damaged, a person can experience slower thinking, speaking, and moving, like playing an online game with a lousy internet connection. How to exercise it: Coordination games like table tennis, dancing, yoga, and tai chi. Basketball. Creating “Whole-Brain Combination Workouts” Dr. Amen’s message is simple: We must exercise every inch of our brain. To do that, select one exercise from each category. For example, learn a new language (prefrontal cortex), solve a sudoku every day (parietal lobes), memorize a poem (temporal lobes), watch 3D movies (occipital lobes), and play table tennis (cerebellum). Or — if you’re into efficiency — choose fewer activities that engage several areas of the brain. For example, learn a new musical instrument (prefrontal cortex, temporal lobes, cerebellum, and parietal lobes) and watch 3D movies. A word of caution, though. The more you do something, the less it stimulates the brain. As Dr. Amen says, “the best mental exercises involve acquiring new knowledge and doing things you haven’t done before.” In other words, no matter what you do, seek new and challenging activities. Your brain will thank you. Though my father-in-law will never be the same, he’s improved thanks to a decade of “whole-brain” workout sessions. Once a helpless man who suffered a traumatic brain stroke, he’s now regained his independence. Inspired by him, I’ve also started caring for my brain. And what about you? Why not try a new mental training program? At a rate of 700 new neurons per day, who knows how far you could go. This article was originally published by Rihazudin Razik on April 17th via Medium.com. The author has given permission to feature this article on Arete Coach. Copyright © 2021 by Arete Coach LLC. All rights reserved.

Episode #1014: Navigate entrepreneurship, high-growth small businesses, exit strategies, effective questions, lifelong learning, and responding to "I don't know," in a conversation with Tim Fulton, a small business coach, executive coach, former Vistage chair of 16 years (2003-2018), and a Kauffman Foundation FastTrac Program facilitator. About Tim Fulton Tim Fulton is a small business coach, executive coach, former Vistage chair of 16 years (2003-2018), and a Kauffman Foundation FastTrac Program facilitator. Tim’s path to coaching stems from his experience in the entrepreneurial world and his love for coaching in general. After completing his education and co-founding an internet company that made the INC 500 list, he started his own consulting company called Small Business Matters. As Tim’s career progressed, he developed a passion for high-growth small businesses. His passion for helping other entrepreneurs has been evident throughout his career and is now the core of his coaching practice. Tim seeks to be a master questioner and strives for curiosity in his practice. When coaching clients, he always believes they know the best answer to their own questions, it's just a matter of bringing that answer forth through conversation and questioning. Tim has authored the book, The Meeting, which brings to life a peer advisory group and the challenges covered by its members. Currently, Tim is a coach, CEO of Small Business Matters, and continues to be an active, influential, and effective member of the coaching and entrepreneurial community. Watch the Podcast Click here to listen to the podcast, or click below to view the podcast outline and transcript: Key highlights Tim’s journey from entrepreneur to coach Timestamp 01:37 Tim began his academic journey at Tulane University with a focus in economics. One of the driving factors for Tim was his never ending thirst for knowledge. As soon as he graduated, he began reading books and learning as much as he could about being the best entrepreneur he could be. This drive further led him to co-founding a large internet software company with a former fraternity brother. After leaving the company that he helped grow to great success, he continued his career in entreprenership until he was introduced to the Kauffman Foundation FastTrac program. The experiences he had and helpful teachers he came to know led Tim to his career of coaching. “I have always had a thirst for knowledge…" -Tim Fulton In looking back at Tim’s life, coaching was always a passion of his. Whether it was coaching little league games or helping colleagues achieve their objectives, he’s always had a liking for helping others achieve their goals. Clients with the answers Timestamp 13:39 When asked what coaching means to him, Tim responded with his concept of questioning. Tim believes that all of his clients have the best answer to the question already in their grasp, and it is the purpose of the coach to find these answers with them. As Tim reflects on his time as a consultant, he makes the distinguishing difference between coaches and consultants. Consultants tell clients the best method of action based on their knowledge and experiences; whereas, Coaches help clients find the answer using the client’s own knowledge and experiences. The belief that clients hold the best answers to their questions is key to Tim’s coaching practice. “Coaching to me is a mentor. It’s someone who’s willing to listen… to put their own ego aside and really engage…” -Tim Fulton Tim’s book: The Meeting Timestamp 23:47 Tim wrote his book, The Meeting, to offer insight on the effectiveness and overall practice of a peer advisory group. In his book, he describes a fictional chair member and several peer group members that are all a part of a one-day meeting, and each peer group member has their own hurdle to face. Tim captures the essence of peer advisory groups and the role of a Vistage chair as he develops the characters and story of the group. Tim takes inspiration from his six years of experience and combines it with what he has learned from best-selling authors, Vistage chair members, and impactful business leaders. Trusting your instincts and taking the high road Timestamp 27:24 “My purpose is to live life on the high road. It's essentially, to do what's right…” -Tim Fulton As Tim looks back on his coaching career, he wishes he had known to listen to his gut more. He states that it is important to “trust that little voice that we all hear in the back of our head” and to act on its promptings—even if it means asking the hard questions and encouraing clients to face them with insightful answers. Throughout his career, Tim has also held to a notion of taking the “high road” versus the “low road.” This concept has encouraged Tim to follow his moral compass, have a growth mindset, ask questions, and make lifelong friendships. Taking the high road in life has served Tim well throughout his personal and professional life. Questioning when clients say, “I don’t know” Timestamp 33:26 When clients in Tim’s coaching sessions state that they “don’t know” the answer to a question, Tim further encourages insightful thought by asking, “Well, if you did know, what would it be?” Tim states that his clients have always had an answer to this question, even though it may require a silent pondering to reach their answer. This concept of encouraging honest and thoughtful questions supports Tim’s goal of bringing the best answers out of his clients. The importance of an exit strategy Timestamp 36:02 In coaching clients with a small and high-growth business, Tim reinforces the idea of having an exit strategy for the business. Tim learned this lesson in his own experience as an entrepreneur and continues to address its importance in his practice. By creating a clear and legal exit strategy, nobody is at an unreasonable loss. In his experience with Vistage, he began practicing the use of “premortem” questions with the CEOs he coached. These questions cause CEOs to visualize the possibility of the business failing and predict why it failed. By confronting potential issues and causes to failure head on, CEOs are given the opportunity to address them before they can negatively effect the business. Curiosity that drives success Timestamp 43:13 One of the attributes that Tim has used to propel his career forward is his genuine curiosity of others and the entrepreneurial experience. Tim’s curiosity has driven him to learn about business and coaching strategies, business developments, and new coaching tactics. His desire to learn more and know more has given him a foundational wealth of knowledge for his coaching practice today. Tim also states that his patience has helped him in his practice as well. Even when working with clients that are more difficult to encourage than others, Tim is “willing to take a step back and listen and not act too quickly.” His patience allows clients to grow in their own understanding and make their own decisions towards their goals. “They’ve got the answers, just help them on their journey…” -Tim Fulton Being a healthy coach Timestamp 46:45 In developing his coaching practice, Tim has learned that it is important for coaches to lead healthy lives. This covers being mentally and physically healthy. Tim believes that he is “only as good as the ground” that he is standing on. Having a clear mind and a healthy body is essential to being present and focused for his clients. Part of Tim’s belief in being a healthy coach includes trusting the group he leads. By openly communicating with his peer advisory groups, Tim is better able to make more effective decisions for the group. Copyright © 2021 by Arete Coach LLC. All rights reserved.

Cognitive Behavioral Therapy (CBT) has been a form of therapy since the 1950s and 1960s. Recently with the use of online apps, automation, and additional research, CBT has grown its adoption, favor, effectiveness, and efficacy. What then are some coaching insights we can take away from CBT that might apply to the coaching conversation? This insight article takes a look into this topic to explore more deeply some valuable lessons CBT has contributed to coaching conversation. Written by Ozzie Gontang, Ph.D. Psychology; Curator of CoachWisdom, AreteCoach.io; and Executive and Life Coach. "Progress is not achieved by luck or accident, but by working on yourself daily." Epictetus What is Cognitive Behavior Therapy? Origins The roots of Cognitive Behavioral Therapy (CBT) go back to Albert Ellis in the 50s with Rational Emotive Behavioral Therapy (REBT) and CBT founder psychiatrist Aaron T. Beck in the 60s. Beck’s research on depression theorized that one’s emotions and behaviors were determined more by the way they interpreted a given situation rather than the situation itself (Beck, 2014). Beck outlined this way of thinking and the thoughts themselves into 3 layers of thinking: Core Beliefs, Dysfunctional Assumptions, and Negative Automatic Thoughts (Fenn & Byrne, 2013). Core beliefs are deeply held feelings about oneself, others/the world, and the future. The self, e.g. ‘I’m a failure.’ ‘I’m so stupid.’ ‘I’m just useless’. The world and others, e.g. ‘Everyone’s better than me.’ ‘Life isn’t fair.” The future, e.g. ‘I’ll never get ahead.’ ‘No one would want to marry me.’ Locked into these beliefs are the dysfunctional assumptions and negative thoughts. CBT’s aim is to teach the individual to be their own therapist by helping them change their negative, flawed thinking and behavior patterns. One begins to see where coaching has been strongly influenced by CBT. CBT helps foster an environment of collaborative observations that focus on supporting problem-solving by defining problems and roadblocks to solutions by gaining the skills and the ability to manage and overcome them. Principles For cognitive therapy, a person’s thoughts, feelings, and behaviors are connected. Cognitive Behavioral Therapy has built its foundation on changing the thought patterns of individuals. In 2017, the American Psychological Association (APA) and the Society of Clinical Psychology state that CBT has three foundational principles: Psychological problems are based, in part, on faulty or unhelpful ways of thinking. Psychological problems are based, in part, on learned patterns of unhelpful behavior. People suffering from psychological problems can learn better ways of coping with them, thereby relieving their symptoms and becoming more effective in their lives. These principles are applied by psychiatrists, psychologists, and counselors in their clinical work with patients. At its core, CBT seeks to change the thought patterns, false beliefs, or “automatic’ learned ways of behaving. Does It Work? The research surrounding the effectiveness of CBT is extensive. Hofmann et al. identify 269 studies that address Cognitive Behavioral Therapy (2012). Since Hofmann’s research in 2012, it can be inferenced that the research has only grown covering different aspects of CBT. According to the results of over 100 academic studies, CBT was shown as an effective form of treatment for depression, anxiety, cannabis addiction, insomnia, and other behavioral disorders (Hofmann et al., 2012). One significant finding that relates to the workplace is that CBT was “more effective” for occupational stress and general stress than “organization focused therapies, especially when CBT focused on psychosocial outcomes in employees” (Hofmann et al., 2012) These studies support the use of CBT for multiple disorders showing that the techniques associated with it are impactful both on thought patterns and client behaviors. Applying Cognitive Behavioral Principles To Coaching Positive Psychology and Adult Development research in the last 25 years has altered the playing field (Al Taher, 2020). The move has been away from the negative focus of psychology: the disease model. Coaching does not deal with mental illness. That is the realm of therapists. It is essential for coaches to note the boundaries and limits of their practice. It would be wise to have resources for clients who could benefit from a psychologist, psychiatrist, or therapist to be assured of their client’s success and well-being should they have to deal with mental health issues. However, today many of the tools and techniques of CBT are used by coaches for their clients’ personal and professional growth and development. Coaches focus on the present and creating the future using all that has been learned from CBT, the Human Potential Movement, and Positive Psychology. Coaches help clients achieve their identified goals. Coaches help clients reach their goals by overcoming problems and obstacles such as faulty thinking and assumptions, ingrained habits, problem behaviors, and reactive responses to people and situations. Goals are achieved because along with their coach the client focuses on skill-building and works to remove what blocks their success. The specific skills they learn in order to positively move their lives forward have CBT to thank. Skills such as: identifying distorted thinking, questioning basic assumptions, modifying beliefs, relating to people and situations in newly learned ways, and changing behaviors. Questions are an essential part of successful coaching. If this topic interests you, check out our article on 7 Aspects of Powerful Questions HERE. The following paragraphs break down each principle of CBT into practical questions a coach can use in their practice. By knowing the difference between coaching and therapy a coach’s questions are applied to life, career, health, and other goal-oriented issues. Foundation 1: Psychological problems are based, in part, on faulty or unhelpful ways of thinking. “It ain’t what you don’t know that gets you into trouble. It’s what you know for sure that just ain’t so.” – Mark Twain When coaching clients, it is important to recognize their roadblocks to success after understanding what they believe “success” is. Sometimes these roadblocks are self-perceptions or assumptions about their abilities or current situations. According to the principles of CBT, it is important to confront these “unhelpful ways of thinking”. Questions are a wonderful way to uncover these hidden assumptions or false thinking. Consider the following questions: What do you think would happen if…? What makes you think this would happen? Have you tested out that assumption? What are two other possibilities that could explain that? What evidence do you have for that outcome? What other possibilities could you think of? What have you seen work for others? Foundation 2: Psychological problems are based, in part, on learned patterns of unhelpful behavior. All behavior is learned through intentional or accidental reinforcements. For example, a client’s avoidance of conflict might be situationally reinforced by the fear of conflict. However, for someone in a leadership role, it is essential that conflict is confronted early to avoid larger issues by not dealing with it. In this example, the client’s coach could question what was causing the client to avoid conflict and how the avoidance genuinely served them. Some questions that would address this principle are: As you look at the options, what are the pros and cons of each? Which would give you the best result? What is your desired outcome? How will doing _____ help you achieve that? What obstacles might you meet along the way? What would prevent you from getting the job done? What data can you collect that could challenge that aspect of your belief? Which of these solutions appeals to you most, or feels best to you? Which would give you the most satisfaction? Foundation 3: People suffering from psychological problems can learn better ways of coping with them, thereby relieving their symptoms and becoming more effective in their lives. As stated previously, it is important to note that these principles can only be directly applied by a professional therapist. However, these same fundamental concepts can be applied to a coaching practice with people not dealing with mental health issues. In the role of a coach, we can remove the word “psychological” and offer hope to those facing challenges in their personal and professional lives. This last principle is what coaching does for the individual: learning better ways of coping and becoming more effective. A coach’s questions draw the client out to realize they have better ways to tackle their unhelpful assumptions, beliefs, or habitual setbacks that get in the way of their goal achievements. The coach’s questions can help them move at their pace to realize the answer to reaching their goals is in how they think, act, and behave. The coach’s questions create a dialogue with the client about the end goal. A coach’s question can change a client’s thought, perspective, belief, or assumption and open a whole new way of thinking, being and doing. Questions like: Are your assumptions helping you achieve your goals? Can you give me several ways someone might overcome these assumptions? What are the facts that make you believe it’s true? What else are you assuming? Is that a belief masquerading as a fact? Is it true? What would be the worst thing for you about that? If you did/didn’t believe this idea… how do you think your performance would change? What are some practical steps a person could take if _____ was helpful or unhelpful? Tools for Coaches Below are some resources for coaches seeking to further engage with improving their coaching skills. Our goal is to provide you with as much research-based information on coaching to help your quest as a lifetime learner. As an effective coach, you are learning, inspecting, and updating the tools in your toolkit. We can also learn from the examples of great coaches such as those interviewed in our weekly podcasts (Arete Coach Podcast). Also in coaching, finding your own tribe is important as you want to identify and collaborate with people on the same learning journey. Remember the African proverb: To go fast, go alone; to go far, go together. Positive Intelligence Related to this particular Insights article on CBT, the popular work of Shirzad Chamine’s “Positive Intelligence” that explores the concept of strengthening mental fitness is based on “Positive Intelligence” or “PQ.” According to Chamine mental fitness “is a measure of the strength of your positive mental muscles (Sage) versus the negative (Saboteur)” (Positive intelligence). These different “muscles” in your thought processes or perceptions can hinder or advance your career in different ways. He identifies what CBT might call unhelpful beliefs or behaviors as “Saboteurs”. These 10 “Saboteurs” each have their own unique negative and harmful outlook. Chamine believes that by training your brain to confront the saboteurs and embrace “sage” thinking, people can achieve their goals and at the same time find peace of mind and a happier balanced life. For more on PQ and saboteurs check out the discussion of PQ with Lisha Davidovits ( Episode 1012) and Mark Taylor (Episode 1022) of the Arete Coach podcast. The Developmental Edge (TDE) The ground-breaking work of TDE Chief Knowledge Officers Dr. Robert Kegan & Dr. Lisa Lahey. In their book Immunity To Change, they help uncover the hidden assumptions stopping one from living a success well-lived life. Uncovering these basic assumptions allows for transformational changes to meet the more complex demands of work and a more fulfilling life. The Developmental Sprint® created by TDE founders Andy Fleming and Claire Lee is a process not only for identifying the “hidden commitments” that prevent people from changing, but also for testing and overcoming those “hidden commitments” and “limiting assumptions” in the context of one’s regular work and practice. Mindfulness.com This highly curated platform hosts some of the world’s most trusted mindfulness teachers and its powerful learning technology is the hub for the global mindfulness movement. Their blog contains articles, stories, and research for a healthy and happy life. Both for coaches and those they help reach their goals in life. Writings of Stoics Precursors of certain fundamental aspects of Rational Emotive Behavior Therapy have been identified in ancient philosophical traditions, particularly to Stoicists Marcus Aurelius, Epictetus, Zeno of Citium, Chrysippus, Panaetius of Rhodes, Cicero, and Seneca, and early Asian philosophers Confucius and Gautama Buddha. In his first major book on rational therapy, Ellis wrote that the central principle of his approach, people are rarely emotionally affected by external events but rather by their thinking about such events, "was originally discovered and stated by the ancient Stoic philosophers." Ellis illustrates this with a quote from the Enchiridion of Epictetus: "Men are disturbed not by things, but by the views which they take of them (Rational Emotive, 2021). What does it all mean? Cognitive Behavioral therapy can be best summarized in the words of Lee Thayer: What’s wanted in “thinking” isn’t coming up with the answers but with the questions—the kinds of questions that lead to insights, ideas, and solution paths that would otherwise not be available.” Cognitive Behavioral Therapy offers three foundational ideas about the relationship between thoughts, feelings, and behavior. Clinically it is a unique and effective model that seeks to change thought patterns for those with disorders such as anxiety and depression. In the public area, coaches can use these principles with non-clinical issues such as career decisions, life decisions, or executive leadership actions to help their clients discover the setbacks to success held in their own thought processes. The coach uses their skills to co-create with the client their future success using the principles of coaching: Maintain a commitment to supporting the client. Build the coaching relationship on truth, openness, and trust. The client is responsible for the results they are generating. The client is capable of much better results than they are currently generating. Focus on what the client thinks and experiences Clients can generate their own perfect solutions The coaching conversation is based on equality. By reflecting on these principles, the coach is reminded to operate from the assumption that the client is responsible for their circumstances and actions. Coaches by understanding the three principles held by CBT (i.e, thoughts, feelings, and behavior), and applying them to coaching sessions. Coaches help the client bring out the best results for themselves with a better understanding how one’s thoughts can have a positive or negative effect on one’s actions. Helping clients address their thought processes ultimately helps them address their actions and overcome any lack of actions towards their stated goals. References Fenn, K., Byrne M. (2013). The Key Principles of Cognitive Behavioral Therapy. InnovAiT:6(9) 579-585. https://doi.org/10.1177/1755738012471029 Society of Clinical Psychology & American Psychological Association (2017). “What is Cognitive Behavioral Therapy” Clinical Practice Guideline, https://www.apa.org/ptsd-guideline/patients-and-families/cognitive-behavioral.pdf Hofmann, S. G., Asnaani, A., Vonk, I. J., Sawyer, A. T., & Fang, A. (2012). The Efficacy of Cognitive Behavioral Therapy: A Review of Meta-analyses. Cognitive Therapy and Research, 36(5), 427-440. doi:10.1007/s10608-012-9476-1 Al Taher, R, (2020) Positive Psychology: The 5 Founding Fathers and A History of Positive Psychology https://positivepsychology.com/founding-fathers/ Rational emotive behavior therapy. (2021, March 31) In Wikipedia. https://en.wikipedia.org/wiki/Rational_emotive_behavior_therapy#History https://en.wikipedia.org/wiki/Rational_emotive_behavior_therapy#History Chamine, S. (2016). Positive intelligence: Why only 20% of teams and individuals achieve their true potential and how you can achieve yours. Austin, TX: Greenleaf Book Group Press. About the Author Ozzie Gontang, Ph.D., Curator of CoachWisdom, AreteCoach.io, is an Executive and Life Coach, and a psychotherapist. He has 35 years coaching executives and leading CEO peer groups. He has also been a contributor with his involvement in Integrative Medicine for over 25 years working with cardiac patients in intensive cardiac rehab programs. His pro bono work includes over 40 years of coaching walkers and runners from beginners to ultramarathoners and Iron Man competitors. Copyright © 2021 by Arete Coach LLC. All rights reserved.

Episode #1015: Learn how to unravel emotion with logic and confront assumptions to achieve results in a conversation with Katherine Crewe, a Director at the Institute of Corporate Directors, Fellow of the Canadian Academy of Engineering, board member of several companies, TEC-Canada chair, and executive coach out of Montreal, Canada. About the Katherine Crewe Katherine Crewe began her career as a biomedical engineer where she learned how to dig beneath emotions and focus on the factual background of problems to find solutions. She is a Director at the Institute of Corporate Directors, Fellow of the Canadian Academy of Engineering, board member of several companies, TEC-Canada chair, and executive coach out of Montreal, Canada. Katherine entered the coaching industry after acknowledging her desire to be challenged at work. She wanted to grow personally and professionally which led her to TEC-Canada. Katherine met TEC-Canada by chance when exploring options for a new career path and realizing her desire to “elevate [her clients] game.” With experience as an engineer and a passion for helping others, Katherine uses her logical problem solving skills to help clients achieve their goals and embrace their best self. Watch the Podcast Click here to listen to the podcast, or click below to view the podcast outline and transcript: Key highlights From engineering to coaching Timestamp 03:14 Katherine Crewe began her career as a biomedical engineer. After exploring options for a new career path, she was led to TEC-Canada. Katherine shares how TEC-Canada contacted her by chance and she embraced the opportunity. At TEC-Canada, she found her passion for pushing clients to “elevate their game.” During Katherine's career in biomedical engineering, she learned how to dig beneath emotions and focus on the factual background of problems to find solutions. This skill has allowed her to become a unique support line for clients—allowing them to see beyond their emotion and into the logic of a situation. Experience in groups Timestamp 06:16 Severin and Katherine share their experiences with different personalities in groups. Katherine elaborates on how she divides her groups, but maintains the diversity within them. The clients Katherine serves are not specifically from engineering fields, but from all backgrounds and walks of life. Katherine and Severin share the importance of asking questions and actively listening in group situations. Following your own path Timestamp 10:44 Katherine reflects on her coaching career and wishes she followed her own path sooner. She states that although many trainings and tools are provided to TEC-Canada Chairs, it is just as important to be yourself, listen, and follow the flow of the conversation between you and your clients. Reflection on retreats Timestamp 13:44 Katherine has introduced the idea of retreats to her coaching groups; however, her audience and team members have a hard time committing to a weekend of additional work. Severin introduces the idea that retreats need to be a norm for the group as they bond individuals together and are seen as a valuable experience amongst executive leaders. Katherine and Severin share the impact that norms have for groups and the need to establish those norms at the beginning of new groups. Diving past the emotion Timestamp 17:48 Katherine shares her experience with diving deeper into issues with clients. Severin introduces his experience as well and quotes a client’s reflection on the words he once said. Both Katherine and Severin emphasize the importance of posing hard questions and the benefits that come from them. When gauging group opinions, Katherine shares her usage of anonymous polls to gather honest feedback. Breakout rooms and bringing out the best Timestamp 21:50 In Katherine's experience facilitating groups, she recommends inviting quieter members to participate after the discussion has begun. This gives clients that like to contemplate and ponder, more time to finish analyzing and filling out their statements. Katherine and Severin talk about ways to productively use Zoom such as utilizing breakout rooms to allow for more intimate discussion on questions and topics. Although she believes this is critical, she wishes she could engage with each individual group more. Listening as a tool Timestamp 25:34 When asked about tools she uses in her coaching sessions, Katherine states that listening is an important tool that she's developed over time. She writes notes as her clients are talking to ensure her active participation. Katherine believes that this keeps her from overstepping her boundaries as a coach and entering the realm of consulting. The use of referrals Timestamp 26:51 Both Severin and Katherine believe in the use of referrals in their client sessions. Katherine states that if a client needs professional help, whether it be from a psychologist or family therapist, she encourages them to receive specific and direct support. Severin recommends building a portfolio of trusted referrals. He uses this in his coaching practice to ensure clients always leave learning something or having what they need to succeed. Similarly, Katherine uses her connections with others to refer clients. Challenging your clients Timestamp 33:48 Katherine reflects on her experiences with a former client and wishes she would have challenged their request further. She elaborates on the need for coaches to question their clients’ desires and/or requests to help them achieve their overarching goals. In her role as a coach and chair, she believes that she is meant to stand up and question clients, and inspire them to act intentionally. When addressing the question of the type of clients she looks to challenge, Katherine states that she is “looking for someone who is really there to find… a safe place…” a place where opinions can be voiced and corrected without “discrimination.” Learning from Covid-19 Timestamp 39:32 Severin and Katherine share a valuable discussion on their takeaways from the Covid-19 pandemic. Katherine states that she has learned a lot about herself and what her expectations for the Covid-19 pandemic were. In her own practice, she has learned to bring the flexibility she provides during virtual meetings to her in-person meetings. Katherine has “embraced the notion” that she will “likely have hybrid meetings forever” because of the flexibility it offers. Severin also shares his learning experiences through the Covid-19 pandemic on virtual meeting presentations. Both Severin and Katherine share their learnings and the tools they plan on bringing into in-person sessions. Severin shares a quote about learning through adversity and Katherine shares her take on the quote. Learning through the covid-19 pandemic was essential for both Severin and Katherine. Accountability and leaving it better than you found it Timestamp 46:25 When asked what qualities make Katherine a “difference-maker” in the coaching industry today, Katherine states her value of accountability has been impactful in her practice. She wants her clients and fellow coaches to be able to “count on” her “word.” If Katherine says a project will be done by Friday, she does her absolute best to ensure that it is truly done by Friday. Severin responds with an experience and asks Katherine what her “why” is. Katherine shares that her mother always taught her to “leave it better than you found it”, which she has held always practiced throughout her career. She seeks to have clients leave better than they were before their session by impacting them in positive ways. Avoiding assumptions Timestamp 50:53 Katherine speaks of the first group meeting she facilitated as a Chair. Her biggest hurdle was making assumptions about what her clients knew or did not know. She advises her younger self and other executive coaches just entering the field to never assume that your clients will know something. Always be prepared to lay it out and explain it to them. As a coach, Katherine states that you never really know what your clients or groups will be like until you learn about them directly. Severin shares this experience as he annually restates the roots and purpose for the group in order to avoid assumptions and miscommunication. Copyright © 2021 by Arete Coach LLC. All rights reserved.

In episode #1026 of the Arete Coach Podcast, we address the most prevalent questions executives worldwide are facing: how do we confront the post-pandemic workplace? Should we require that employees return to the office? And if so, when and how? With many comparing the productivity and outcomes of work-from-home and in-office employment, we have created a list of statistics, research, and tools introduced by Ozzie Gontang, Bridget Wenman, and Pete Michaels during the podcast episode to help support you in making the best decision for your business. “As a general rule, the most successful man in life is the man who has the best information” -Benjamin Disraeli, Former UK Prime Minister Insightful Statistics The following are a collection of direct quotes, statistics, and summaries of research done by various parties. Consider these statistics when creating your plan for post-pandemic work. What Employees are Saying About the Future of Remote Work McKinsey & Company (Alexander, Smet, Langstaff, & Ravid, 2021) Organizations that clearly communicate the corporate goals, vision, and policies are seeing an increase in employee well-being and productivity. 40% of employees state that haven’t been informed of any vision for post-pandemic work Employees not given clear direction are feeling anxious about the future Anxious employees are almost 3 times more likely to feel burned out Employees value the flexibility of working from home and hybrid working 52% of workers would prefer a more flexible working model post-pandemic, Employees that are caregivers or parents prefer flexibility in their careers. Only 8% of employees who were also parents suggested that they would like to see a fully on-site model The 2021 State of Remote Work Buffer Inc, 2021 97.6% of employees would like to work remotely at least some of the time for the rest of their careers 97% of employees would recommend remote work The biggest reported benefit to working remotely from employees was the ability to have a flexible work schedule The biggest struggle to working remotely reported by employees was not being able to unplug 38% of employees are unsure if their company will make them permanently allow remote work Almost half of parents and caregivers pursued remote work because of their position as parents and caregivers 45% of employees state that they are working more and have more meetings now that they work remotely It’s Time to Reimagine Where and How Work Will Get Done PwC’s US Remote Work Survey, 2021 83% of employers now say the shift to remote work has been successful Most executives are looking to change some factors about the office from the way it was pre-pandemic 75% of executives expect at least half of their office employees to be working in the office by July 2021, but only 61% of employees expect the same 55% of employees would prefer to be remote at least three days a week, and 68% of executives say a typical employee should be in the office at least three days a week Employees with the least amount of professional experience (0-5 years) are more likely to want to be in the office 87% of employers expect to make changes to their real estate strategy 83% of employers believe remote work has been a success 72% of employers plan to invest in more tools for virtual collaboration Most US companies are heading toward a hybrid office workweek The pandemic has accelerated an outward migration of knowledge workers from New York and California to less-expensive areas resulting in the relocation of many previously in-person and now virtual employees. How Working From Home Works Out Stanford Insitute for Economic Research (Nicholas Bloom, 2020) Working from home is here to stay, but post-pandemic will be optimal at about two days a week Working from home accounts for over 60% of US economic activity Only 51% of jobs can be carried out remotely Only 49% of employees can work privately in a room other than their bedroom Working from home is more common among educated higher-income employees Is Business as Usual Gone For Good? Harvard Business Review (Michele Reynolds, 2021) 81% of employees either don’t want to go back to the office or would prefer a hybrid schedule going forward 27% of employees hope to work remotely full time 61% of employees would like to work 2-3 days a week from home 18% of employees want to go back to the office full time 51% of employees are uncomfortable going back to the office until they are fully vaccinated 98% of professional working from home kept their jobs 1-in-3 were actually better able to focus on work from home “No research without action, no action without research” - Kurt Lewin, psychologist Research and Analysis The following resources are research articles that provide greater insight into the topic of working remotely. Included are direct citations and summaries of the findings of these studies. Does Working from Home Work? Evidence from a Chinese Experiment National Bureau of Economic Research (Bloom, Liang, Roberts, & Ying, 2013) In this research study, a work-from-home experiment was conducted at “CTrip, a 16,000-employee, NASDAQ-listed Chinese travel agency.” Out of all the employees who volunteered to participate in the work-from-home study, 249 were eligible to participate in the experiment. Participants were randomly assigned by public lottery into a work-from-home group and a work-in-office group to remain in for a total of 9 months. Those assigned to the work-from-home category were instructed to work from home 4 out of 5 days a week. At the end of the experimental period, each participant’s data was mined directly from CTrips employee software. Their data covered 7 categories: “performance, labor supply, attrition, promotions, reported employee work satisfaction, detailed demographic information, and survey information on attitudes towards the program” (Bloom et al., 2013) The results of their study concluded that: 50% of employees assigned to work-from-home positions decided to return to the office. Researchers indicate that this was due to “concerns over being isolated at home” There was no negative impact of working from home on performance or quality of service Working from home increased employee performance worth about “$357 per employee per year” Estimated “office cost savings of about $1250 per employee and reduced turnover savings of about $400 per employee per year Estimated a 30% increase in total factor productivity if every employee worked from home Output increase of 13% when working from home Attrition reduced from 50% to 25% If all employees were made to be work-from-home employees the required office space would decrease by 80% Allowing employee choice generated a far greater effect than requiring working from home...employee choice led to a greater effect than working home in and of itself Although employees who work-from-home have the greater performance they are less likely to be promoted Collaborating During the Coronavirus and The Impact of COVID-19 on the Nature of Work Harvard Business School (DeFilippis, Impink, Singell, Polzer, & Sadun, 2020) This research included the analysis of “meeting and email meta-data from 3,143,270 users across 21,478 firms in 16 international cities that have been affected by official lockdown orders.” The frequency of emails, the average length of a workday (measured by first and last communication of the day), and the “average number of emails sent outside of normal business hours” were calculated. Researchers found... An increase in the total meetings per person per day An increase in the average number of attendees per meeting A decrease in the average length of meetings A significant increase in the average emails sent per person An increase in the average number of email recipients The amount of emails sent increased sharply at the start of lockdowns but slowly decreased to normal pro-lockdown numbers by week 4 After week 8 the average number of recipients per email remained significantly higher than pre-lockdown The average workday of an employee was higher than the average week pre-lockdown More emails are being sent outside of traditional office hours Research: Knowledge Workers Are More Productive from Home Harvard Business Review (Julian Birkinshaw, Jordan Cohen, and Pawel Stach, 2020) This research study analyzed the calenders of 40 individuals during the COVID-19 pandemic. These individuals were instructed to select a day from the previous week that would be considered a typical workday. They were interviewed on the activities of their selected day. In the interviews, all the activities were broken down into six categories: desk-based work, externally facing work, managing down, managing across, managing up, and training and development. After analyzing the collected data researchers found evidence that suggests “lockdown has helped us more effectively prioritize our work.” While there are many presented concerns about working remotely (such as longevity and the changes in management procedures) researchers point out that… Individuals working from home spend 12% less time drawn into large meetings and 9% more time interacting with customers and external partners Individuals working from home do 50% more activities through personal choice Work is viewed as worthwhile, at least during the COVID-19 lockdown. The number of tiresome tasks dropped down from 27% to 12% when compared to research done in 2013. Achieving Effective Remote Working During the COVID‐19 Pandemic: A Work Design Perspective Applied Psychology (Bin Wang, Yukun Liu, Jing Qian, & Sharon Parker, 2020) doi: 10.1111/apps.12290 In this research study, mixed-methods investigations were used to explore the challenges experienced by remote workers, virtual work characteristics, and individual differences. Two studies were used to extract the necessary data for analysis. First, semi-structured interviews were done with Chinese employees working from home at the beginning of the COVID-19 pandemic. Secondly, a survey of 522 employees working from home during the pandemic was conducted. Their findings are as follows… The four key challenges to remote work include work-home interference, ineffective communication, procrastination, and loneliness. The four key characteristics of virtual work that affected the experience of remote work challenges were social support, job autonomy, monitoring, and workload. Social support was positively correlated with lower levels of all remote working challenges Job autonomy negatively related to loneliness Workload and monitoring both linked to higher work-home interference Workload additional linked to lower procrastination Self-discipline moderated several relationships between working from home challenges and virtual work characteristics. “The best investment is in the tools of one's own trade.” - Benjamin Franklin, Founding Father of the United States Helpful Tools and Articles The following resources are tools, articles, and publications that we believe are insightful and offer additional information regarding post-pandemic work. COVID-19 Back-to-Work Checklist Society of Human Resource Management, 2021 This resource provides corporate leaders with 10 categories of tasks and considerations to review before returning to the office. The 10 categories included cover: workplace safety, recall procedures, employee benefits, compensation, remote work, communication, new-hire paperwork, policy changes, business continuity plans, and unions. Guidance for COVID-19 Centers for Disease Control and Prevention The CDC has created a page that helps guide employers, caretakers, government agencies, educators, and many other specified groups on how to navigate the current COVID-19 pandemic. COVID-19 guidelines are ensured to be “evidence-based and free of politics” and are updated as needed. Reboot: Getting Back to the Workplace PwC, 2020 This graphic offered by PwC gives multiple insights to consider for employers looking for greater guidance on the return to work. Topics covered include health and safety, planning, communication, changing demands, rethinking facility and technology, and policy creation. More detailed information can be found on PwC’s article on “what boards should be thinking about” in regards to returning to work. Preparing Employees To Return To Work: A New Playbook Perceptyx, 2020 Perceptyx, a company focused on business analytics, released this article in 2020 which reviews several key factors for employers to consider when deciding whether or not to return to the workplace. This article focuses on the personal and tactical needs of employees while retaining the importance of employees’ role in healthy business operations. Getting Back to Work After COVID-19: Lingering Symptoms Present Challenges for Employers and the ADA Shirley Ryan Ability Lab, 2020 COVID-19 has affected over “6 million” individuals in the United States alone. This virus has been proven to cause “permanent damage to” peoples’ “hearts, kidneys, lungs, or brain.” 10-15% of patients with COVID-19 have self-reported ongoing health issues because of the virus. These varied physical and mental health symptoms have been named “Post-COVID Syndrome.” This article offers insight for employers who will likely receive workplace accommodations requests under the ADA. Being mindful of the long-term impacts that COVID-19 will have on your employees can help you make more ethical and helpful decisions for your organization and employees overall. For more information on long-term COVID-19 symptoms see also: COVID-19 “Long Hauler” Symptoms Survey Report by Dr. Natalie Lambert and Survivor Corps and The Challenges of Getting Long-Covid Patients Back to Work by Krithika Varagur Google’s Push to Bring Employees Back to Office in September is Frustrating Some Employees Who Say They’ll Quit if They Can’t be Remote Forever Insider Magazine (Hugh Langley, 2021) Google has announced that they expect employees to return to the in-person offices by September 2021. This was met with some opposition from Google’s employees. “62% of Googlers said they wanted to return to the office, although just 8% said they would want to do so full time.” The current dynamic of the Google office space and organizational dynamics directly “cling onto in-person work.” However, Googlers who have maintained their employment virtually are hesitant to return to their pre-pandemic workspace. Many employees have expressed a desire to seek other employment, while others have permanently moved away from their former offices. This article offers insight into the desires and primary concerns of now virtual employees that are being asked to return to pre-pandemic working conditions. JetBlue’s Virtual Employment Practices Telecommuting Takes Flight at JetBlue -Datamation (Sharon Gaudin, 2006) A Day in the Life: Customer Support -JetBlue JetBlue has taken a virtual approach to employment long before the COVID-19 pandemic began. Their transition to virtual employment has “increased productivity”, increased “flexibility”, and lowered the cost of renting office spaces. According to Margot Miller, manager of reservations at JetBlue, virtual employment began when the airline first started. They have grown their employment from 40 agents to over 1,200 agents. The suggested articles above offer great insight to the success of JetBlue and the working conditions of their virtual employees. Moving Forward Our goal in this article is to offer you accurate, insightful, and evidence-based information regarding the current stance of the post-pandemic workplace and the employees that are impacted by it. We encourage you to review these sources and articles to make the most effective and beneficial citation for your organization. “It doesn’t matter which side of the fence you get off on sometimes. What matters most is getting off. You cannot make progress without making decisions.” - Jim Rohn, entrepreneur, author, and speaker “An expert is someone who has succeeded in making decisions and judgments simpler through knowing what to pay attention to and what to ignore." - Edward de Bono- physician, psychologist, author, inventor, philosopher, and consultant Copyright © 2021 by Arete Coach LLC. All rights reserved.

Episode #1016: Have you tried the "put yourself out of business" exercise? Are you fluent in the language of business? Are you having trouble introducing new members to existing groups? Tune into a conversation with Bud Carter, an executive coach, senior chairman of Vistage Chairs in Atlanta, board member of Vistage Florida as well as several other private companies in the southeast area, and author of Great Quotes for Great Businesses and Pithy Quotes for a thought provoking discussion on preparing for market changes, coaching through quotes, and getting to know people beyond interviews. About Bud Carter Bud Carter is an executive coach, senior chairman of Vistage Chairs in Atlanta, and a board member of Vistage Florida as well as several other private companies in the southeast area. During his career of 34 years in the executive coaching industry, Bud Carter authored two successful books: Great Quotes for Great Businesses and Pithy Quotes. Bud uses his passion for growth and effective business plans to fuel his coaching of CEOs and leaders from small, large, national, and international businesses. Carter started his career with an introduction to Vistage (formerly TEC) through his career with an outplacement company. Much of Carter’s learnings were generated from his training with Leigh Barrett out of Washington D.C., experiences in the corporate and media world, and learnings from other coaches and Vistage Chairs. Carter’s introduction to Vistage spurred a thriving career in executive coaching. Using his experience in the news and media world, Bud has honored the value of questions. For his clients, Bud is always searching for new information, quotes, and high-quality questions that dive into the deeper issues behind the decisions his clients face. Watch the Podcast Click here to listen to the podcast, or click below to view the podcast outline and transcript: Key highlights From a career in media to executive coaching Timestamp 01:38 Bud Carter started his career journey in the media industry. He was involved with broadcast radio and television, and became a partner at a newspaper. From there, he moved to an outplacement company in Atlanta, Georgia. It was from one of his outplacement clients that he was introduced to TEC (now Vistage). This introduction spurred Bud’s career in executive coaching. Since then, he has used his experience in the media as fuel for his current coaching practice. While in the media industry, Bud learned the value of asking questions and has used his learning as a method of encouraging clients to make thoughtful and effective business decisions. Changes in the coaching industry Timestamp 06:57 When asked how the coaching industry has changed, Bud shares his perspective on virtual meetings during the Covid-19 pandemic. Bud states that he desires “protected time” free from distractions. Severin comments on productivity from increased screen time and the need for balance. In response, Bud shares how this increased productivity has changed the real estate business dramatically. Businesses are altering their workspace conditions and considering going partially or fully remote, leaving many offices vacant. Bud and Severin reflect on these changes and note the global economy and corporate markets are always changing. Bud shares an example of a market change that negatively affected a group member’s business because they failed to adapt accordingly. Meaningful quotes Timestamp 11:25 Severin and Bud discuss some of their favorite quotes from the likes of Maurice Mascarenhas, Michael Canic, Jim Cecil, Winston Churchill, and Jack Altschuler. Both Severin and Bud share in their belief the importance of quotes and their impact on clients. Bud shares a powerful quote on listening to customers and asking them questions. Severin responds stating that he is reminded of Ziggler and his stance on “voice inflection.” Bud and Severin share the importance of how the delivery of a question matters just as much as the content. The "put yourself out of business" exercise Timestamp 21:11 Bud states the importance of reviewing the overall business plan with his clients. He places specific importance on reviewing how the business could face potential failures. Bud encourages his clients to make a “plan B” in the case of a critical component failing. Severin relates this concept to the "put yourself out of business" exercise when CEOs are instructed to make a plan for losses of critical team players or resources. When discussing this topic Bud states that many of his clients will forget these essential steps due to being too focused on current issues and strategies. By encouraging “long-range” thinking, Bud further encourages executives to create better business plans. Asking questions versus offering suggestions Timestamp 26:38 With Bud’s extensive experience, he states that this can be a challenge for him and his coaching, but he holds a discipline of not suggesting solutions to client problems. Bud does this because he believes that he is a better help to his clients when he offers them questions. Allowing them to solve their own problems and formulate their own solutions enables them to grow into more effective executive leaders. To help with the increased need to ask questions instead of offer suggestions, Bud recommends that coaches coach individuals in unfamiliar industries. This lack of knowledge can spur creative questions and help bring in a new perspective to the coaching and client discussion. Introducing new members to the group Timestamp 33:11 Bud shares an experience in which he introduced a new executive leader to a peer advisory group of his that did not adjust to the group’s norms and customs. It was here that Bud learned to adjust his vision of the groups he led. Now, instead of screening, interviewing, and deciding who can join the group on his own, he invites the group into the final decision-making process. This ensures a smooth transition into the group for both the current and new members. In this experience, Bud also shares his learning of how having an out-of-the-office interaction with a prospective group member, employee, or client can inform you of many things that go beyond a traditional interview. Sharing information effectively Timestamp 35:40 In his coaching practice, Bud thoughtfully sets aside business and economic articles for individual clients of his to read. Each one of his clients has their own file in which Bud will place a copy of an insightful article that pertains to their current situation or concerns. By doing this, Bud hopes that they will revisit the information since they are given a paper copy of the article. Learning the language of business Timestamp 43:15 When asked about advice he would give to those wanting to enter the coaching industry, Bud states that they should start having conversations with those that are in the business already and assume the role of a coach in those conversations to get a feel for their own comfort level with coaching. Bud reminds the audience that coaching is a fiercely competitive field for which no certification is required. Severin states that it is also important for coaches to have experienced the business field themselves. Bud calls this experience the language of businesses. When facing the competitive market, Bud believes that aspiring coaches need to develop their own “knapsack” of tools and experiences that make them stand out from the rest of the crowd. Learning the in-and-outs of the language of business is metaphoric to the story of Severin and his trip to Italy. He shares how he knew 400 words and 40 sentences, but because he didn’t fully have experiences with, and an understanding of the language, he couldn’t communicate effectively. Copyright © 2021 by Arete Coach LLC. All rights reserved.

Episode #1017: Glean insight from Jim Lindell, a CPA, CSP, CGMA, executive coach, Vistage Chair of 19 years, best-selling author, certified speaking professional with the National Speakers Association, and owner of Thorsten Consulting Group, on some of the most important financial aspects of business: getting below the numbers, measuring a company’s blood pressure using Z-Scores, when to replace a CFO, and questions that help client’s find their North Star. Join us as we learn more about the many facets of financial health in corporations and apply it to our coaching practice today. About the Jim Lindell Jim Lindell is a CPA, CSP, CGMA, executive coach, Vistage Chair of 19 years, and best-selling author out of Wisconsin. Jim is also a certified speaking professional with the National Speakers Association, author of the best-selling book, The Controller as Business Manager, and owner of Thorsten Consulting Group. His passion for making a difference in the lives of others has made him a difference-maker and a highly impactful member of the executive coaching and Vistage Chair community. Instead of financial gain, Jim genuinely seeks to help others with their businesses and leadership. Jim is a lifelong learner who seeks to learn from every situation that comes his way and encourages others to do the same. With his 19 years of experience in the coaching industry, Jim has continued to make an impact on the coaching industry and the lives of those he coaches and mentors. Watch the podcast Click here to listen to the podcast, or click below to view the podcast outline and transcript: Key highlights The difference between a Controller and a CFO Timestamp 05:57 Jim states that the “Controller takes care of the inside-of-the-house transactions, financial statements, internal controls, etc.,” while CFOs look outside of the business. When handling financial statements, Jim believes that “the numbers are nothing but a transaction of the activity” and that it is important for business leaders to consider the full picture of their financial situation (including inflation). Severin comments on the difference in skill set between Controllers and CFOs. Controllers function as statisticians and CFOs are required to have interpersonal relationship skills. The basics of Financial Planning and Analytics (FPNA) Timestamp 12:12 Jim explains FPNA as the ability to read beyond the numbers. He states that FPNA is “getting below the numbers to what the meaning is.” Translating trends, rations, business performance measures to understandable sections is vital for a successful financial strategy. Jim also states the importance of understanding your capital. By understand FPNA and the financial state of businesses, leaders are more able to make better decisions for their companies. The Controller as a Business Manager Timestamp 13:43 Jim, author of the best-selling book, The Controller as a Business Manager, explains why he wrote his book and the importance of it for current coaches, CEOs, and CPAs. In his time as a CPA and Vistage Chair, he noticed a need for an increased understanding of the role of the Controller. Jim shares that it is vital for CFOs, or the main financial leader, to be a business person first. His book seeks to increase the overall understanding of financials and the economy for executives, CFOs, controllers, and those who coach CEOs and other executives. Jim has four terms in his book when explaining the translation of financial statements to actions. First he focuses on the financial statements. Second, he focuses on the variances and why they happened. The next stage focuses on the cash flow and profits of the organization. Lastly, Jim outlines a stage of prescription: using the data collected to decide on what actions to take. These stages are covered in his book with the goal of helping people move beyond seeing numbers and financial statements as just numerical reports. Jim wants businesses to see the meaning that these reports provide and apply these new learnings to their businesses. The importance of Z-Scores Timestamp 16:53 When asked about Z-Scores, Jim explains their importance and meaning using a metaphor of a doctor and a patient. Jim shares how Z-Scores are like blood pressure readings. When Jim explains a high blood pressure reading to his group members, they begin to prescribe actions such as exercise and diets. Just as blood pressure readings describe the overall health of a body, Z-Scores describe the overall health of a business and can be used to prescribe new corrective action. Jim explains how Z-Scores can be calculated and what their different readings mean. There are specific Z-Score formulas for private and public companies. The Z-Score formula covers working capital, total assets, retained earnings, eBid, and market of value equity. When this information is plugged into the formula, the resulting Z-Score describes the health of the business. If the resulting Z-Score is too low, the business will go bankrupt in 24 months or less at the current rate. Jim believes in the importance of monitoring Z-Scores as they are the health rate of a business. He believes that companies do not invest time in Z-scores because they believe that they are far from going bankrupt. Instead of waiting until there are signs of future bankruptcy, Jim believes that CEOs should monitor their company’s Z-Score as an indicator of whether or not the company is getting stronger versus weaker. When to replace the Chief Financial Officer Timestamp 26:33 When asked “When do you know it’s time to replace your chief financial officer?”, Jim responds with “when they are falling into the pennywise pound foolish category.” Jim states that when CFOs are solely focused on numbers and not financial ramifications that are placed on a business, they are no longer being helpful to the business. CFOs need to be able to get down to all the details of a business. They need to be able to understand and communicate what the numbers mean to their employers. Furthermore, CFOs should often be replaced before the thought enters your mind. Jim states that when the thought of replacing your CFO enters your mind, it’s normally 18 to 24 months too late. Conflict of interests are also something to take seriously. Severin shares a story of how suspected conflict of interests went unnoticed and cost a corporation millions of dollars. The importance of perspective Timestamp 37:41 Jim Lindell believes in learning from every experience that comes into his life. He shares a story of putting out a dock with his sons and nephew. Whilst putting out the dock, it began to snow. In response, Jim encouraged the boys to try and catch a snowflake because “this may be the only time, and it probably will be, that you ever experienced this.” Jim shares this as an example of taking each day’s experiences and learning from them. He uses this philosophy in his executive coaching, taking joy out of the ability to help people in every situation he can. Jim’s powerful questions Timestamp 40:08 Jim has a series of powerful questions that he enjoys asking clients. One of his favorites is “May I offer you something?” This question allows Jim to offer advice and perceive if a client is open to discussion or closed off. When asking questions, Jim tries to “provoke thought” in the other person. Jim strives to present his questions without the influence of his own solutions or answers. Furthermore, Jim likes to ask questions that include, “Who should be fired that hasn’t been fired”, “What is the thing that you should be doing that you’re not doing”, “What would be the name of your most favorite council person that you have and what would that person say about the way you’re running your business right now?” By asking these questions, Jim is able to encourage deeper thought in his clients and encourage them to take on different perspectives of their challenges. The changing coaching industry Timestamp 45:30 When reflecting on changes in the coaching industry, Jim states that coaching has matured in recent years. Today, there are a multitude of coaches, many of whom have no training or certification. Jim has concerns about the representations that these new coaches are giving the coaching industry and recommends exercising caution when starting a coaching business. Furthermore, Jim believes that confidentiality should always be maintained regardless of training received and executive coaches should have experience in the corporate world. Copyright © 2021 by Arete Coach LLC. All rights reserved.

Episode #1018: Family-owned businesses are likely to be the oldest form of a business organization. In these businesses, the entrepreneurial spirit changes over its inheritance through generations and the need for external executive talent is common. When hiring new CEOs or executive leaders, the business must ensure that not only the new hire is qualified and experienced, but also able to merge well with the pre-established culture and values of the company. Host of the Arete Coach Podcast, Severin Sorensen, covers these topics and reviews his scientifically proven 10-step strategy for hiring new executive talent. 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), that 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 Defining the family-owned business Timestamp 01:16 Severin begins by describing what the family-owned business is and reviews examples of family-owned businesses that are particularly successful in both the American and global economy. We also learn that small family-owned businesses account for 19% of all businesses in America. The impact of these businesses is great on both the availability of employment and the overall economy. Major family-owned businesses mentioned by Severin include: Wal-Mart, Marriott, and Samsung. The entrepreneurial spirit Timestamp 07:34 In family owned businesses, the entrepreneurial spirit is passed on from one generation to the next. Different generations grasp onto this attitude differently. In a report by BusinessWeek, 40% of family-owned businesses in the US are passed down to the second-generation. However, only 13% are passed down to the third-generation successfully. Severin attributes this to a multitude of factors relating to family relationship and childhood experiences, but also states that the “entrepreneurial drive that rides with the first generation” can “gradually” dissipate as it is experientially inherited. Severin’s experience hiring executives Timestamp 11:18 Severin shares his experience working with a family-owned company that was searching for a CEO who would also mentor the next generation of family business leaders. In this business, a husband and wife operated a “residential construction industry business.” The business grew and grew until the untimely loss of the husband. The wife was left to operate the business on her own, and decided that hiring a CEO would be most beneficial for her children and the future of the company. Because of this, she contacted Severin through his organization, ePraxis, to begin the search for new executive talent. The ten step process of executive hiring Timestamp 14:18 After Severin shares the story of the family-owned business in need of a CEO, he explains each of the ten steps in his executive hiring process. Step 1 involves collecting requirements and preparing advertisements. Step 2 includes a detailed behavioral position description. Step 3 requires preparation of the current job marketplace. Step 4 entails an automatic applicant tracking system. Step 5 is the sourcing stage where executives who are, or are not, currently looking for jobs are scouted on the base of experience and excellence. Step 6 is the first cut of candidates. Step 7 includes psychometric testing and panel interviews. Step 8 requires applicants to prove their past work skills by turning in multiple documents showing a variety of identified characteristics. Step 9 calls for final interviews and in-person meetings with stakeholders and family-business leaders. Lastly, step 10 is contract and compensation negotiation. The human aspect of executive selection Timestamp 39:28 When deciding what executive to hire, it is essential that stakeholders and business leaders spend one-on-one time with the prospective hire. By doing so, company leaders are better able to get to know the job applicant and attest to their goodness of fit (or lack thereof) for the applied position. These face-to-face meetings can be in transportation, over meals, and across from the business meeting room. ePraxis Timestamp 50:54 At the end of this podcast, Severin introduces his executive selection company, ePraxis. ePraxis seeks to find the best talent for an organization in the best timeframe possible. By doing the statistical work for you, ePraxis enables organizations to focus their attention on other current challenges. Copyright © 2021 by Arete Coach LLC. All rights reserved.

Episode #1019: Creating your first Vistage peer group, confronting correlations between a client’s personal and professional life, the Five Minute Journal, and the importance of financial literacy among CEOs are just a few of the many topics discussed with Phil Holberton, an executive coach, Vistage Chair of 8 years, and instructor of organizational leadership at Brandeis University. Continue reading for inspiration from an executive coach who has faced some of life’s most challenging circumstances head on with determination and grit. About Phil Holberton Phil is an executive coach, Vistage Chair (of 8 years), instructor on organizational leadership at Brandeis University, and mental fitness coach. Phil’s journey to executive coaching began in his early career as the Chief Financial Officer for a number of private and public companies including Cambridge Neuroscience and General Cinema Theaters. In 1996, Phil started his coaching practice and thereafter became a Vistage Chair in 2012. Phil has served as Vice Chair of the MIT’s Enterprise Forum and is a past President of Boston’s Financial Executives Institute. Currently, Phil manages his website speakingofleadership.com and serves as a Vistage Chair. Phil found his passion for coaching through his experience helping students with their acceptance speeches and engaging in a CEO peer group. After a peer group leader asked Phil to sub for him, Phil realized executive coaching might be a career of interest to him. Since then, Phil has maintained a thriving executive coaching career that embodies his passion to help people be the best they can be. With his experiences as an executive coach and peer group advisor, Phil offers great insight to the executive coaching profession. Watch the Podcast Click here to listen to the podcast, or click below to view the podcast outline and transcript: Key highlights Phil’s journey from CFO to coaching Timestamp 01:57 Phil Holberton began his career as a CFO. When asked how he moved from his financial career to executive coaching, Phil shares three turning points. The first was a story of his own experience helping a CEO who was in the process of getting terminated. In this story, Phil was able to help the troubled CEO address the problem at hand and create an impactful severance and retirement package. The second turning point came from an opportunity helping students with their acceptance speeches which gave Phil insight into what coaching would be, and feel, like. The final turning point was when Phil was asked to be a substitute leader of a peer group, which spurred his interest in the role of an executive coach and Vistage Chair. Since then, Phil has continued to be a lifelong learner, helping others become the best version of themselves. Starting your first Vistage group Timestamp 09:49 Severin and Phil reflect on the process of starting their first Vistage peer advisory groups. In Phil’s journey, he was requested to take over another chair’s peer advisory group and combine it with his newly started group. This combination did not bode well for Phil, however he learned that it wasn’t about him as a coach, but about the customs and culture of the previously coached group as a whole. Severin, in response, reflects on the time needed to begin starting a Vistage group and quotes Conrad Prusak’s metaphor as he related starting a group to starting a fire in a blizzard. Phil and Severin compare the volume of individuals who eventually joined the group and attended luncheons versus those who did not. Financial literacy Timestamp 19:34 In discussing Phil’s time as an auditor, Severin asks about his findings on financial literacy among CEOs and key executives today. Phil responds by stating that while it depends on the company, most of the businesses he coaches have CEOs with little knowledge about the details of finance or financial literacy. Severin relates to Phil’s findings by sharing times he reviewed the basics of financial literacy with some peer advisory groups. Phil comments on CEOs who are new to the financial side of running a business and states that they need additional direction at times. Both Severin and Phil explain how it is important to have a curious mind and how this helps coaches be lifelong learners which ultimately helps their clients in situations where they need additional guidance. Covid-19 and looking forward Timestamp 24:16 The Covid-19 pandemic empowered Phil to look at his practice and how he works with his executives. Phil states that many of the business leaders he works with cannot wait to “go back to the way” they used to do business pre-Covid. Phil believes there is no going back to the former way of working, there is only going forward. While the workplace might begin to incorporate aspects of the pre-Covid environment, it will never be completely the same. Throughout the Covid-19 pandemic, Phil has supported the need for a positive mindset in his app the “Five Minute Journal.” This app allows users to post three gratitudes, a picture, and three goals they want to accomplish. Phil states that his app has helped him get his day started with a better mindset and encourages others to do the same. The need for a “why” Timestamp 32:03 When asked what his “why” is, Phil shares his desire for everyone he interacts with to become the “most awesome human being and person that they are able to become.” In his experience with key executives, Phil has realized that many leaders do not have their own “why” or reason for creating a product or service. Phil states that leaders need to have an emotional appeal to what they are doing to support the pursuit of their highest potential. A balanced perspective Timestamp 36:24 In Phil’s executive coaching practice, he isn’t afraid to ask how his clients’ personal lives are going. By gaining insight into all aspects of a client’s life, Phil is able to understand the potential challenges they face. Phil explains the need to understand the state of his executives’ personal lives by sharing an example from his own personal life. When the home life of an executive is riddled with troubles, it is likely that their effectiveness at work is reduced. Helping his executives confront potential correlations between their personal and work lives, and guiding them to the correct resources, is vital in Phil’s executive coaching practice. Quotes and determination Timestamp 40:15 Phil’s favorite quote, “A journey of a thousand miles begins with one step,” comes from his experience recovering from a major seizure. After three years of personal training, three days a week, Phil has been able to complete squats with 80 lbs. Phil’s determination and grit is displayed in his recovery from the seizure. Related to this great feat of determination, Phil also shares a quote that he likes to use: “Leadership is a contact sport. Get out of the stands. You get in the game.” Phil believes that in order to be an effective leader, executives must know the ins and outs of their business and remain in a state of emotional stability to “get right in the game.” The expanding coaching industry Timestamp 48:10 As the coaching industry develops with no licensing requirements, Phil has noticed the importance of putting guardrails up to prevent poor coaching practices. Phil also states that many believe coaching is currently an elitist sport focused only on executive teams and senior members, and that this could likely change. Introducing executive coaching to schools and other organizations has increasingly been seen as a possibility for the executive coaching industry. A legacy of grit Timestamp 49:48 Phil wants his legacy to be one of great impact that can be passed on to future generations. Currently, Phil is interested in writing a book about “becoming an awesome human being” that may cover his own experiences and research. In reflecting on his legacy, he shares his experience abandoning alcohol and smoking as a medication. Phil displays a great amount of determination and grit as he shares these stories. Phil states that part of his success in breaking his addiction was to “just do it” and face the challenge head on with determination and grit. Copyright © 2021 by Arete Coach LLC. All rights reserved.