Crafting powerful prompts when engaging with generative AI is like turning a key in a lock, opening doors to reservoirs of information and creativity. These prompts, when skillfully composed, can unearth insights, ideas, and solutions that otherwise remain concealed. The art of prompt crafting involves two important concepts: context and keywords. The context provided in a prompt through length and specificity can be metaphorically compared to the practices of planting seeds versus cultivating a garden. Short prompts are similar to scattering seeds randomly. They may lead to growth, but the results are unpredictable and often not aligned with our intentions. On the other hand, longer, more thought-out prompts resemble the process of gardening. Here, each step, from preparing the soil to carefully selecting and nurturing the seeds, is done with deliberation, leading to a more abundant and satisfying harvest. Keywords play a crucial role too, as Severin Sorensen illustrates using a Harry Potter analogy. Just as getting the words wrong in a spell such as 'Impedimenta' results in no magical effect, using imprecise or generic language in prompts leads to lackluster AI responses. The magic happens when the right, descriptive words are used, transforming ordinary interactions into ones filled with nuance and depth. Mastering the art of prompting to unleash the full potential of generative AI is a central theme. Understanding the subtleties of prompting is not just about getting answers; it's about engaging with AI to generate meaningful, intelligent content. In this insight article, we delve into these essential concepts, offering a top-level perspective on the significance of context and keywords in this process. An image created by Severin Sorensen using DALL-E 3 visually depicting the different interpretations of the word "Table." “Like in fiction, without the right spell, you can’t make any magic.” - Severin Sorensen, curator of AreteCoach.io and author of the AI Whisperer series The importance of context Context, provided through length and specificity in prompts, is essential for receiving relevant and insightful responses from generative AI because it enhances precision in understanding, reduces ambiguity, and guides the AI's response. Detailed prompts clarify the query, enabling the AI to accurately discern the intended meaning and scope. This specificity is crucial in directing the AI towards the desired information style or depth, leveraging its vast knowledge base more effectively. It also minimizes the risk of misinterpretation, particularly in complex or sensitive subjects, ensuring that responses are not only accurate but highly relevant to the specific situation. Furthermore, context-rich prompts encourage AI to delve deeper, providing more comprehensive and insightful answers, which is vital for tasks requiring depth and detailed analysis. The right context through length and specificity in prompts is a key factor in unlocking the full potential of generative AI's response capabilities. When thinking about how to structure your prompts, consider the 5 W's: Who, What, Where, When, and Why. This approach ensures a comprehensive and clear request. "Who" targets the subject or the main entity involved. "What" specifies the action, topic, or object of interest. "Where" gives a geographical or situational context. "When" defines the time frame or temporal aspect. Finally, "Why" delves into the purpose, reason, or motivation behind the query. Incorporating these elements helps in crafting prompts that are precise, contextual, and capable of eliciting responses that are both relevant and insightful from the AI. This method not only enhances the quality of the responses but also maximizes the effectiveness of your interaction with generative AI. The importance of keywords The specific words used in prompts are vital for eliciting impactful and relevant responses from generative AI because they define the focus, scope, and clarity of the query. Precise language reduces ambiguity, guiding the AI to relevant knowledge bases and ensuring that responses align closely with the intended subject and context. The choice of words also influences the style and tone of the AI's output, catering to the nuances and subtleties of the request. This specificity is key to optimizing AI’s performance, ensuring that it comprehends and addresses the core aspects of the prompt, thus leading to outcomes that are tailored to the user's specific goals and needs. Severin Sorensen explored the multifaceted meanings of the word "Table," uncovering ten distinct definitions spanning from furniture to writing, and even extending to mathematics and chemistry. This diversity in meaning highlights the importance of precision in AI prompting. Without a clear and specific prompt, mentioning "Table" might lead the AI to assume you're referring to a physical piece of furniture, rather than the intended context of a data table. Thus, the preciseness of the prompt is crucial in guiding the AI to understand and respond accurately to the intended meaning of "Table.” Consider the image below created by Severin Sorensen using DALL-E 3 depicting the different interpretations of all ten variations of the word "Table." A screenshot displaying Severin Sorensen's post on platform X, visually depicting the different interpretations of the word "Table." Diving deeper: “Wizard Words” The impact of effective prompting goes beyond AI utilization; it cultivates critical thinking skills by requiring clear and concise communication. Moreover, it grants insight into AI's limitations and biases, empowering you to frame prompts that mitigate impartial responses. Ultimately, understanding how to prompt transforms interactions with AI into collaborative endeavors. If you're eager to delve into the intricacies of crafting prompts and utilizing keywords for optimal outcomes, consider Severin Sorensen's book, "The AI Whisperer Wizard Words: ChatGPT Semantic Tokens, Keywords, & Phrases for Business." The book, doubling as an actionable guide, provides in-depth instructions on how to enhance your AI interactions by employing intentional prompts, precise keywords, and semantic tokens. It also offers insights on combining keywords to add nuance and sophistication to your prompts, resulting in more refined AI-generated responses. Importantly, this book equips you with the knowledge and practical skills to effectively incorporate these "wizard words" into your prompts, leading to a deeper understanding and enhanced results in your AI interactions. Copyright © 2024 by Arete Coach LLC. All rights reserved.

Implementing a morning stand-up huddle can be a valuable tool for enhancing communication, improving productivity, and fostering collaboration within a team. However, to ensure that a daily meeting is effective, it is essential to employ appropriate strategies. By incorporating the following ten strategies, team members can make the most out of their morning stand-up huddles and maximize their potential benefits. To illustrate how organizations can implement these 10 strategies, we explore a case study published in Harvard Business Review that showcases how Intermountain Healthcare utilized huddles to create focus and alignment across 23 hospitals, 170 clinics, and an 850K member health insurance plan. Best practices when implementing daily huddles Keep the huddle equal to, or less than, 15 minutes. Have each team member share a brief update on their progress and any challenges. Encourage attendees to be concise and to-the-point, and avoid lengthy discussions. Focus on actions and outcomes, rather than just discussing tasks and activities. Encourage team members to ask for help or support, and provide assistance as needed. During the huddle, identify and address obstacles that are preventing progress. Encourage open and honest communication in a positive and supportive manner. Use time to create alignment on priorities, goals, and objectives. Use visual aids to help team members share their updates and facilitate discussion. Follow-up on action items or decisions made during the huddle, and track progress. Case study: Intermountain Healthcare In a Harvard Business Review study, researchers explored how Salt Lake City-based Intermountain Healthcare has used 15-minute daily huddles to align 23 hospitals, 170 clinics, and an 850K member health insurance plan. Context The model employed by Intermountain Healthcare offers a unique and informative perspective on the use of daily meetings. This approach shares similarities with the "teams of teams" approach used in the popular agile operating method and has been successfully implemented in various industries. However, the impressive scale at which Intermountain Healthcare operates makes it particularly noteworthy and insightful. In short, Intermountain Healthcare has effectively utilized the huddle structure outlined below to facilitate the escalation of knowledge from various activities across the organization in the preceding 24 hours, ultimately enabling executive leadership to address any pertinent issues quickly and effectively. Structure To ensure efficiency, these huddles adhere to a strict structure that clearly defines roles and responsibilities, and utilizes pre-prepared information to ensure effectiveness. They are centered around four fundamentals aimed at achieving Intermountain Healthcare's objective of providing the best possible care. Across those fundamentals, eight key topics are reported on a daily basis. The huddle structure involves multiple tiers of reporting and discussion, beginning with care teams and managers who draft a report based on the eight key topics. Daily timeline 8:45AM: care teams and managers gather in 1.5K+ Tier I huddles to draft a report. 9:00AM: reports are considered in ~170 Tier II huddles of directors. 9:15AM: reports are considered in Tier III huddles of admins and geographical groups. 9:30AM: reports are considered in Tier IV huddles of affinity hospital groups. 9:45AM: reports escalate to Tier V, consisting of hospitals and community-based care. 10AM: reports of vital information are considered in Tier VI, consisting of executive leadership. At each tier of the huddle structure, the needs that can be addressed at that level are resolved, while any remaining ones are escalated up to the next tier. As information flows up from 8:45-10AM, it then flows down to follow-up on any previous reports or actions. One important feature of this process is the tracking of every action that flows through each tier. This allows participants to see the value of their input and to maintain clarity, alignment, and accountability within the organization. Overall, this huddle structure enables Intermountain Healthcare to effectively manage and address issues at all levels of the organization. To ensure long-term effectiveness, a "Continuous Improvement Team" monitors the huddle process on a quarterly basis with the goal of cultivating a culture of continuous improvement. The results In the first year of operation (which launched April 2017), this model addressed an extensive range of issues: “At the Tier VI level alone, 365 unique issues were tackled, resulting in 22 systemwide safety alerts to our caregivers, organizational awareness of 15 pharmaceutical and supply shortages, rapid communication for potential formulary alternatives when supplies become limited, and better facilitation of patient transfers within the system. We also recognized and closed gaps in training on new equipment, replacement parts, new products, and instructional manuals, allowing the system to implement swift training for our caregivers.” The main takeaway To maximize the effectiveness of huddles, it is not necessary to have everyone in attendance. Instead, it is important to ensure that the appropriate individuals are present, adequately prepared, and that the meeting has a clear agenda and set time limit. This helps to maintain a productive and focused discussion, while avoiding unnecessary delays. Additionally, implementing a structured format and assigning specific roles and responsibilities to participants can enhance the efficiency of a huddle even further. References Sorensen, Severin. (2022). Next 10: Coach Wisdom for Entrepreneurs, Business Owners, and CEOs Wondering What Moves to Make Next. Harrison, M. (2018). How a U.S. Health Care System Uses 15-Minute Huddles to Keep 23 Hospitals Aligned. https://hbr.org/2018/11/how-a-u-s-health-care-system-uses-15-minute-huddles-to-keep-23-hospitals-aligned. In this article, we delve into the “10 strategies to make your morning stand up huddle most effective” chapter found in Next 10: Coach Wisdom for Entrepreneurs, Business Owners, and CEOs Wondering What Moves to Make Next, a book written by the Host and Curator of Arete Coach Podcast, Severin Sorensen, with contributions from Amelia Chatterley. Copyright © 2023 by Arete Coach LLC. All rights reserved.

The Two Chair Technique is a beneficial and research-based conflict resolution technique that applies gestalt therapy. The technique is periodically used by executive coaches when walking their clients through challenging topics including conflict resolution. What is gestalt therapy? When applied to executive coaching, gestalt therapy focuses on helping coachees develop an awareness of how their “beliefs, values, and attitudes affect” their “relationships,” their response to “change” and “therefore impact” their business goals (Carden, n.d.). Support for the Two Chair Technique Research from the Journal of Psychotherapy Integration indicates that the Two Chair Technique helps participants transform and confront their inner critic by bringing “understanding” to “its fears and function” (Bell et al., 2021). Research also indicates that this technique is also helpful in “conflict resolution,” lowering “anxiety,” improving “performance,” and increasing “positive mood” (Talbot, 1989). The Two Chair Technique offers executive coaches a “holistic” practice that addresses emotion, conflict, career, and even “personal issues” that affect the success of a client (Cardoso & Duarte, 2020). The ability to address these emotions is a vital skill for executive coaches because emotions are an integral part of how coachees “manage interpersonal relationships” and make decisions throughout their career journeys (Cardoso & Duarte, 2020). Furthermore, this technique “enables coachees to identify and reflect on the patterns” of behavior with their clients “and through this” help them “make changes to their behavior” (Carden, n.d.). How to implement the Two Chair Technique The Two Chair Technique is done in a one-to-one coaching scenario with two open chairs. Step 1: identify the conflict or challenge The conflict or challenge can be something that coachees feel “stuck” with and unable to move past (Dodge, 2020). It can also be an internal or interpersonal conflict. An internal conflict could be deciding on a career path, but being afraid to take risks (Cardoso & Duarte, 2020). An interpersonal conflict could be any tension or dispute between a coachee and an individual or organization (Dodge, 2020). Step 2: name it Once the opposing challenge or conflict is established, the coach instructs the coachee to give it a simple straightforward name. This technique “requires physicalizing the two ‘parts’”—the coachee and whatever they have named (Dodge, 2020). For example, if a coachee has a conflict with a co-worker named Dave, the coachee can stick with the name Dave and complete the technique with themselves and “Dave.” If the conflict is internal they can name these different aspects of themselves “brave Mike” and “fearful Mike” taking the perspective of each when indicated. Step 3: start the discussion With the coachee sitting in one chair facing the empty chair, the coach instructs the coachee to “reflect on what you want to say to the” named challenge or individual, “sitting across from you” in the empty chair. After being given a moment of reflection, the coachee is then instructed to “speak to” the chair as if the named challenge or individual is present (Dodge, 2020). Step 4: change seats and respond After the coachee has completed their statement to their named challenge or individual, the coach then instructs them to switch seats and adopt the perspective of their named challenge or individual. The coach then instructs the coachee to respond to what they previously said in the other seat from the perspective of the other party. Once this response is complete, the coachee can direct the client to switch seats/perspectives until there is no more “energy” or insight being found from the conversation. Step 5: return and reflect After completing the conversation, the coachee can then return to their original chair. Once settled, the coachee and coach can work through the experience together, reflecting on what they have learned, and how they might apply that information later. The goal is to build awareness of the many aspects of their conflict or challenge (Allan & Whybrow, 2018). Step 6: action steps The final step of the Two Chair Technique is creating action steps with the new awareness built in Step 5 (Allan & Whybrow, 2018). Executive coaches can use insightful questions and active listening skills to help their clients build these action steps and apply them toward their goals. Tips for success Focus on learning When using the Two Chair Technique, focus on learning as opposed to solving the challenge or conflict. The purpose of this exercise is to “uncover, explore” and “further understand the dynamic that is happening.” While a resolution might come about, “the intent is to remain” present in the moment to learn more about the challenge at hand (Dodge, 2020). These learnings can then be reflected on and acted upon in the future (Simon, 2009). Take a breather This can be an emotionally charged process. It is important to remind coachees to take a deep breath and pause before switching perspectives. This adds to the clarity of the discussion and also reinforces their attention to the present moment instead of the past or future (Dodge, 2020). It’s okay to call timeout If a coachee becomes upset or uncomfortable, it’s okay to call a “timeout” and work with the coachee to understand why they felt uncomfortable. Additionally, we recommend using discretion on topics discussed. It is important to remember that executive coaching is looking ahead, while therapy and counseling look to the past. If needed, it is important to direct clients to mental health professionals. For more information on how to indicate when a referral should be made, we encourage you to read: Are you asking “how are you sleeping these days?” instead of “how are you?". The interplay between personal life and career According to Cardoso & Duarte, the Two Chair Technique “enhances holistic practices that deal with the interplay between career and personal issues” (2020). Executive coaches should be prepared for a potential interplay between these two facets of their client’s life when doing this exercise. While executive coaching primarily focuses on career and leadership development, it is important to remember that personal life can sometimes affect career and vice versa. As stated previously, coaches focus on the future as opposed to the past. If necessary we encourage coaches to make the proper referrals to mental health professionals as needed. References Allan, J., & Whybrow, A. (2018). Handbook of Coaching Psychology: A Guide for Practitioners. In Gestalt Coaching (2nd ed., pp. 133–159). Routledge. Bell, T., Montague, J., Elander, J., & Gilbert, P. (2021). “Suddenly you are King Solomon”: Multiplicity, transformation and integration in compassion focused therapy chairwork. Journal of Psychotherapy Integration, 31(3), 223–237. https://doi.org/10.1037/int0000240. Carden, J. (n.d.). How can I use gestalt to help my coaching clients? Henley Business School. https://assets.henley.ac.uk/defaultUploads/18.XOP.102-INSIGHT-TEMPLATE-19-08-18-10-online.pdf. Cardoso, P. M., & Duarte, M. E. (2020). Two-chair dialogue: an emotion-focused technique applied to career counselling. British Journal of Guidance & Counselling, 49(2), 177–186. https://doi.org/10.1080/03069885.2020.1782833. Dodge, W. T. (2020, March 29). 6 Steps to the 2-Chair Process: Gestalt Therapy at Home. The Haven. https://haven.ca/post/6-steps-2-chair-process-gestalt-therapy-home/. Lovering, C., & Gepp, K. (2021, October 14). Empty Chair Technique: What It Is and How It Helps. Psych Central. https://psychcentral.com/health/empty-chair-technique. Simon, S. N. (2009). Applying Gestalt Theory to Coaching. Gestalt Review, 13(3), 230–240. https://doi.org/10.5325/gestaltreview.13.3.0230. Talbot, L. (1989, October). The Effectiveness of the Gestalt Two Chair Counseling Technique in Reducing Paper Presentation Anxiety (Thesis). Emporia State University. https://esirc.emporia.edu/bitstream/handle/123456789/1885/Talbot%201989.pdf?sequence=4. Copyright © 2022 by Arete Coach LLC. All rights reserved.

Gallup's 2023 report on U.S. workplace engagement reveals a concerning stagnation, with only 33% of employees feeling engaged, resulting in an estimated $1.9 trillion loss in productivity (Harter, 2024). Challenges like unclear expectations and disconnection from organizational missions are prevalent, often attributed to structural changes, increased job responsibilities, and inadequate training for managers in hybrid work setups. This is especially pertinent given the rise of hybrid work environments, with nearly one-third of companies currently adopting this model and a projected 22% of the workforce expected to work remotely by 2025 (Haan, 2024). As employee satisfaction declines and hybrid workplaces increase, prioritizing the discovery of talent that excels in the current work environment is paramount. This article delves into the Big Five Personality Traits Model, analyzing how specific characteristics impact virtual work performance and how understanding the model can help business leaders in hiring and managing remote teams. The Big Five Personality Traits Model The Big Five Personality Traits Model, widely acknowledged in contemporary psychology (Lim, 2020), emphasizes five key personality dimensions. This model provides a comprehensive framework for understanding various aspects of human personality by categorizing traits into these five distinct groups. The traits include: Openness: willingness to try new experiences Conscientiousness: ability to be self-disciplined Extraversion: desiring the company of others Agreeableness: level of cooperativeness and compassion Neuroticism: prone to anxiety or other negative emotions (Lim, 2020 & Boundless, n.d.) The Big Five Personality Traits model evaluates individuals across a spectrum within five distinct categories. For instance, someone might have a moderately high openness score, indicating a general preference for spontaneity. Conversely, a low openness score suggests a preference for strict routines or schedules. The accompanying graphic serves as an illustrative example of how one might be assessed using the Big Five Model. (Lim, 2020) Support for the Big Five Model While the Big Five Model is a widely accepted approach in psychology, its capacity to fully capture an individual's personality, especially across different cultures, has been debated (Lim, 2020). In corporate settings, employers and executive coaches often prioritize traits linked to professional success rather than the nuances of an individual's personality, making the Big Five Model a practical tool for evaluating key characteristics for success in virtual roles. Research, including studies by Sackett & Walmsley (2014) and Nießen et al. (2020), supports the model's effectiveness in predicting career success through traits like conscientiousness and agreeableness. The following sections will further explore each trait's relevance to virtual work environments, backed by research findings. Personality traits to look for when hiring remote employees Openness Ensures adaptability during periods of change In refining virtual employment strategies, it's vital to consider the trait of openness to experience. Studies, such as Luse et al. (2013), suggest that individuals with higher openness are more adaptable to virtual work. This trait is crucial for both employers selecting staff for remote roles and executive coaches advising clients on managing virtual teams. Openness impacts the ease of transitioning to virtual environments and the ability to adapt to evolving work policies. Therefore, assessing openness is key in hiring and managing virtual employees to ensure a smooth transition and adaptability in the ever-changing landscape of virtual employment. Questions to consider when addressing openness How do you feel when corporate policies that affect your job change? Are you open to trying new communication platforms or programs? How well do you adapt to new technology? Conscientiousness Boosts productivity Conscientiousness is a key trait for success, especially in virtual employment (Nießen et al., 2020; Sackett & Walmsley, 2014; Wilmot & Ones, 2019). Research indicates that virtual employees tend to exhibit higher levels of conscientiousness, likely due to the self-motivation and independent schedule management required in remote work (MacRae & Sawatzky, 2020). This trait is crucial in virtual settings where oversight is limited, and employees must self-regulate. Therefore, when hiring or training for virtual roles, business leaders and executive coaches should focus on enhancing conscientiousness to boost productivity and adaptability. Questions to consider when addressing conscientiousness Can you share an example of a time you showed self-discipline? How do you organize your work schedule? Do you feel that you are able to function effectively on your own? Extroversion vs. Introversion Determines satisfaction with a virtual environment Current research indicates that personality traits, such as extraversion and introversion, influence individuals' preferences for virtual employment. Extroverted individuals tend to favor in-person work due to their reliance on personal interactions, but their success in virtual roles hinges on their openness to the experience (Jarrett, 2020). The key distinction lies in the preference for virtual teamwork among extroverts and individual virtual work among introverts (Luse et al., 2013). When hiring for virtual positions, aligning job requirements with candidates' extroversion or introversion tendencies is essential. Additionally, executive coaches assisting businesses in adapting to virtual employment should acknowledge these personality differences to craft strategies that cater to the needs of both extroverted and introverted employees. Questions to consider when addressing extroversion/introversion Do you prefer teamwork or individual work? Do you enjoy working with a team of individuals or do you find that stressful? Do you feel that your employees are more likely to be introverted or extroverted? Agreeableness Best for roles with minimal direct interaction In virtual employment roles that heavily involve teamwork, research by William Swart and Judy A. Siguaw (2020) suggests that high agreeableness may not be the most desirable trait. Their study on students engaged in intensive virtual teamwork revealed a decrease in agreeableness levels, attributed to the need for virtual collaboration and idea sharing (Swart & Siguaw, 2020). It's important to clarify that agreeableness isn't merely about getting along with others but relates to a tendency to trust and follow others' ideas (Lim, 2020). Agreeable individuals may prioritize others' ideas over their own, potentially hindering effective brainstorming and idea sharing in virtual teams. Business leaders should consider this when hiring for teamwork-intensive virtual positions, aiming for a balanced team with individuals who contribute diverse perspectives. Similarly, executive coaches should factor in the value of constructive disagreement in virtual peer groups. However, in roles with minimal direct interaction, higher agreeableness can be beneficial, as it enables employees to handle constructive criticism via email more effectively, reducing stress and conflicts within virtual organizations (Clark, Karau, & Michalisin, 2012). Questions to consider when addressing agreeableness How likely are you to share your ideas, even if they are different from others? Do you consider yourself a follower or a leader? How likely are you to confront others’ ideas if you disagree with them? Neuroticism Linked to anxiety and stress, but could result in achievement Neuroticism, characterized by emotional instability, is linked to higher stress, depression, and worry. Surprisingly, research indicates that individuals with higher neuroticism levels tend to have more favorable attitudes toward virtual employment, as it offers a refuge from interpersonal anxieties in traditional office settings (Clark et al., 2012). While neuroticism might raise concerns, it can also be beneficial. High-functioning individuals with anxiety (closely related to neuroticism) often exhibit a drive for perfection and fear of failure in their professional lives, leading to impressive results (Cuncic, 2020). Providing remote employment opportunities can enable these individuals to work effectively without the added stressors of social interactions and commuting. When hiring for virtual roles, it's essential to consider how the position aligns with the individual's needs and preferences, rather than focusing solely on neuroticism levels. Executive coaches, well-versed in neuroticism and anxiety, can guide business leaders in offering virtual employment options to maximize the productivity of individuals with higher neuroticism or anxiety ratios. Questions to consider when addressing Neuroticism Would you say you are more stressed than the average individual? What about virtual employment suits your personality? How often do you worry about things out of your control? Other important traits Although the Big Five Personality Trait index is a valuable and scientifically proven tool for personality assessment, there are other characteristics that can be helpful for remote employers as well. Honesty Related to the personality trait of conscientiousness, honesty is also important for remote employees. Research shows that those with higher rates of conscientiousness are more likely to be honest (Horn, Nelson, & Brannick, 2004). Honesty is a vital part of remote employment because of the increasing trend of over-employment. This trend involves remote employees manipulating their employers into thinking that they are working for them full time, only working part-time—doing the minimal work possible, and taking on a second, or even third job. Honest employees are less likely to manipulate their employees in this wasteful and deceitful practice. For more information on this increasingly manipulative trend, read our insight article on over employment here. Communication Due to the nature of virtual employment, virtual employees need to be able to communicate effectively over email, Zoom, and other virtual platforms. This skill can help employees keep their managers and bosses in the loop on their project completion and productivity (Parris, n.d.). Problem-solving Because managers and co-workers may not be readily available to help employees when they face technical issues, it is important for remote employees to have the ability to solve their own problems. Problem-solving skills can prevent standstills in employee productivity that can occur due to technical issues (YEC, 2018). The main takeaways According to the research above, the Big Five Personality Traits relate to virtual employment as follows: Openness to New Experiences: Supports a smooth transition to virtual work by fostering openness to new opportunities. Conscientiousness: Vital for self-discipline in the absence of direct supervision in virtual work. Extroversion: Extroverts prefer face-to-face work but can excel in virtual groups, while introverts thrive in more individualized remote roles. Agreeableness: Less beneficial for virtual teamwork but advantageous for independent tasks. Neuroticism: Provides an opportunity for high neuroticism individuals to excel in virtual work, free from additional stressors. Business leaders and executive coaches should consider these insights when confronting the challenges of developing engaged, virtual workplaces. Understanding how different personalities are expected to react to virtual employment gives business leaders the opportunity to address these personality differences when creating virtual employment policies. References Boundless. (n.d.). Boundless Management. Retrieved from https://courses.lumenlearning.com/boundless-management/chapter/personality/ Clark, L. A., Karau, S. J., & Michalisin, M. D. (2012). Telecommuting Attitudes and the ‘Big Five’ Personality Dimensions. Journal of Management Policy and Practice, 13(3), 31-46. Retrieved from http://www.na-businesspress.com/JMPP/ClarkLA_Web13_3_.pdf Cuncic, A. (2020, November 18). What High Functioning Anxiety Feels Like. Retrieved from https://www.verywellmind.com/what-is-high-functioning-anxiety-4140198#citation-6 Haan, K. (2023, June 12). Remote Work Statistics And Trends In 2023. Forbes. https://www.forbes.com/advisor/business/remote-work-statistics/ Horn, J., Nelson, C., & Brannick, M. (2004). Integrity, Conscientiousness, And Honesty. Psychological Reports, 95(5), 27. doi:10.2466/pr0.95.5.27-38 Harter, J. (2024, January 23). In New Workplace, U.S. Employee Engagement Stagnates. Gallup.com. https://www.gallup.com/workplace/608675/new-workplace-employee-engagement-stagnates.aspx Jarrett, C. (2020, June 2). The personalities that benefit most from remote work. Retrieved from https://www.bbc.com/worklife/article/20200601-the-personalities-that-benefit-most-from-remote-work Leigh Anne Clark, Steven J. Karau, Michael D. Michalisin, (2012) "Telecommuting Attitudes and the ‘Big Five’ Personality Dimensions," Journal of Management Policy and Practice, Vol. 13, Iss. 3, pp.31 - 46 Lim, A (2020, June 15). The big five personality traits. Simply Psychology. https://www.simplypsychology.org/big-five-personality.html Luse, A., Mcelroy, J. C., Townsend, A. M., & Demarie, S. (2013). Personality and cognitive style as predictors of preference for working in virtual teams. Computers in Human Behavior, 29(4), 1825-1832. doi:10.1016/j.chb.2013.02.007 MacRae, I., & Sawatzky, R. (2020). Remote Working: Personality and Performance Research Results. Retrieved from https://static1.squarespace.com/static/5b045109c258b4052b14cd0d/t/5e28792a6b8c1a130743bec1/1579710768235/Remote Working - Personality and Performance Research Results.pdf. Nießen, D., Danner, D., Spengler, M., & Lechner, C. M. (2020). Big Five Personality Traits Predict Successful Transitions From School to Vocational Education and Training: A Large-Scale Study. Frontiers in Psychology, 11. doi:10.3389/fpsyg.2020.01827 Parris, J. (n.d.). 8 Characteristics of Successful Remote Employees: FlexJobs. Retrieved from https://www.flexjobs.com/blog/post/5-traits-you-need-to-work-from-home/ Sackett, P. R., & Walmsley, P. T. (2014). Which Personality Attributes Are Most Important in the Workplace? Perspectives on Psychological Science, 9(5), 538-551. doi:10.1177/1745691614543972 Swart, W., & Siguaw, J. (2020). The Transformational Impact of Intense Virtual Teamwork Experiences on Team Member Psychometrics: An Exploratory Study. American Journal of Management, 20(1). doi:10.33423/ajm.v20i1.2756 Wilmot, M. P., & Ones, D. S. (2019). A century of research on conscientiousness at work. Proceedings of the National Academy of Sciences, 116(46), 23004-23010. doi:10.1073/pnas.1908430116 YEC. (2018, February 06). Council Post: 10 Traits To Look For When Hiring A Remote Employee. Retrieved from https://www.forbes.com/sites/theyec/2018/02/06/10-traits-to-look-for-when-hiring-a-remote-employee/?sh=4d2bbfc663df Copyright © 2024 by Arete Coach LLC. All rights reserved.

Currently, more than 60% of employees nationwide are not engaged in their work (Harter, 2021). Despite business leaders’ efforts to entice employees to engagement, recent statistics tell us that most employees still evade engagement strategies. How are today’s employees avoiding work and evading engagement? What are they doing to maintain their employment with minimal effort or output? “The practice of work avoidance is one of the highest arts of employment. Anyone can get the job done, so to speak. But not everyone can spend 8 hours a day at their work station and get absolutely nothing accomplished.” - Bandersnatch Satire Tactic #1: Cyberloafing What is cyberloafing Cyberloafing is defined as “using the internet where you work, during working hours, for activities that are not related to work” (Macmillan, n.d.). The Wisconsin School of Business estimates that depending on the employee, the time spent cyberloafing can range from “3 hours a week to as much as 2.5 hours per day” (2015). When employees are cyberloafing, they are pursuing social media accounts, checking their personal emails, reading the latest news articles, and conducting other unproductive activities. Cyberloafing wastes time, wastes money, and decreases productivity. Security challenges Cyberloafing not only distracts employees from work, it can also “lead to problems in information systems and data security” due to bandwidth challenges, “spyware infections, and virus malware” (Wisconsin School of Business, 2015). Employees who visit unsecured websites can inadvertently download malware and other problematic computer viruses, releasing highly sensitive information about their employer. How cyberloafing goes unnoticed In the traditional face-to-face workplace, cyberloafing can often go unnoticed. What appears to be a productive employee, using their desktop to write emails, contact customers, or do other various tasks, can actually be an employee reading the latest celebrity gossip. When managers don’t actively monitor their employees’ internet habits with productivity measures or monitoring software, employees’ cyberloafing habits can go unnoticed and easily slip through the cracks. For remote employees, cyberloafing habits can be inhibited by productivity measures and monitoring programs. However, monitoring programs can be sidestepped by the determined employee. Some employees have resorted to creating contraptions that time screenshots, edit the code of software, trick the software with dual monitors, or continually move the computer’s mouse in order to appear “active” on the monitoring software. (Misic, 2019). “Work can be defined as anything you’d rather not be doing… Productivity is a different matter.” - Scott Adams Tactic #2: Acting busy A public article posted anonymously shared several tips on “How to Avoid Work.” The number 1 tip was “LOOK BUSY.” This article states that “the successful work avoider must look busy, as opposed to being busy. Looking busy involves motion. Getting up, sitting down, moving papers around your desk… all are busy-looking functions with no productivity.” In his book “The Living Dead,” David Bolchover states that office life is “the dominance of image over reality, of obfuscation over clarity, of politics over performance” (Paulsen, 2014). How acting busy goes unnoticed For much of the same reasons that cyberloafing goes unnoticed, employees can put up a front of busyness and go unnoticed by the managerial eye. When managers do not continually monitor the output or productivity of their employees, they can easily mistake busyness for productivity. The same goes for managers who are managing a remote workforce. As previously discussed, employees can appear to be active and productive on monitoring software, but can actually be confusing or dodging the corporate monitoring software. “It is not enough to be busy… the question is: what are we busy about?” - Henry David Thoreau Tactic #3: Personal tasks Not only are employees avoiding work engagement by mimicking busyness and deliberately cyberloafing, they are also strategically using working hours to complete personal tasks. Some employees can extend their official break times by a few minutes on either side to further accomplish their personal tasks. Others can make personal phone calls, have discussions with co-workers about not-work-related topics, or take “an unacceptable number of smoking breaks” (Zistemo, n.d.). How personal tasks go unnoticed Some of these tasks can appear like work but don’t produce any return on investment for businesses. Just like cyberloafing and acting busy, managers can perceive an employee on a personal phone call as work or miss the extra minute or two added to break times. Some monitoring software programs can estimate the time spent on break and away from the computer. This can be especially helpful for managers who have noticed an increase in the amount of break time taken by employees. However, monitoring software can only provide information, it cannot provide adequate management. Managers must use the data provided and collected from productivity measures to examine which employees are working and which are avoiding work. Why employees avoid work “Each of us must find meaning in our work. The best work happens when you know that it’s not just work, but something that will improve other people’s lives.” - Satya Nadella To reenergize Many employees disengage from their work as a means to reenergize from their workload. Having what some experts call “microbreaks” can help employees maintain productivity levels and reduce stress (Gorvett, 2019). However, these “microbreaks” can become lethal to productivity if they go unchecked. Research doesn’t yet know what is the best amount of time for a microbreak, but employers can keep an eye out for microbreaks that have grown to extended absences (Stokel-Walker, 2020). Feelings of distrust or a lack of fairness Research shows that even the most resilient to cyberloafing employees will succumb to cyberloafing “if they feel there is a lack of justice or fair treatment in the workplace” (Wisconsin School of Business, 2015). This distrust and a lack of fairness can cause stress and feelings of unhappiness for employees. To avoid these negative feelings, employees can distract themselves from their work, decreasing productivity and wasting time. Unfulfilling careers In his interviews with employees who avoid work, Roland Paulsen discovered that most of these employees avoid work because they don’t like their jobs. Paulsen states that “For most people, work simply sucks” as an explanation for disengaged employees (2014). When employees don’t see purpose or meaning in their career, they can easily excuse cyberloafing, acting busy, and finishing personal tasks. Not enough to-do According to a survey by salary.com, the most common reason for wasting time at work is not having “enough work to do” (2007). Employees who are not aware of the tasks and goals that they need to accomplish can tend to cyberloaf under the impression that they have finished their necessary work. How employers can counteract work avoidance It is vital that employers encourage employees to be engaged with their work because of the immense impact that engaged employees have on businesses. However, it is also important that employers analyze how their employees might be intentionally avoiding work altogether. In doing so, they can not only increase productivity but also identify where extra monitoring or management is needed. For example, employers who notice increased breaks amongst employees can start a break monitoring practice. Doing this can further support engagement strategies and support the overall productivity of employees. Furthermore, creating programs that monitor employee productivity and internet usage can discourage employees from cyberloafing or acting busy. “Intentional leadership. The moment when your business starts to grow.” - Alin Sav The main takeaway Employees worldwide are more likely to be disengaged, cyberloafing, and encouraging of work avoidance strategies than engaged and actively participating employees. Employees who wish to avoid working often take up cyberloafing, act busy, and complete personal tasks during work hours. All of these behaviors can be misinterpreted as productive behaviors if managers are not aware of their occurrence. Employers and executive coaches who are aware of these work avoidance behaviors can encourage managers to intentionally monitor productivity for these work avoidance strategies, ultimately increasing productivity and enhancing already in place employee engagement strategies. “Productivity is never an accident. It is always the result of a commitment to excellence, intelligent planning, and focused effort.” - Paul J. Meyer References Stokel-Walker, C. (2020, February 7). Cyberloafing: The line between rejuvenating and wasting time. Retrieved from https://www.bbc.com/worklife/article/20200206-cyberloafing-the-line-between-rejuvenating-and-wasting-time Bandersnatch. (n.d.). Retrieved September 7, 2021, from http://www.bandersnatch.com/inner15.htm Harter, J. (2021, February 26). U.S. Employee Engagement Rises Following Wild 2020. Retrieved from https://www.gallup.com/workplace/330017/employee-engagement-rises-following-wild-2020.aspx Gorvett, Z. (2019, March 12). The tiny breaks that ease your body and reboot your brain. Retrieved from https://www.bbc.com/worklife/article/20190312-the-tiny-breaks-that-ease-your-body-and-reboot-your-brain Macmillan. (n.d.). CYBERLOAFING (noun) American English definition and synonyms: Macmillan Dictionary. Retrieved from https://www.macmillandictionary.com/us/dictionary/american/cyberloafing Misic, A. (2019, September 12). 4 Most Common Ways Employees Trick Monitoring Software. Retrieved from https://www.workpuls.com/blog/employees-tricking-monitoring-software Paulsen, R. (2014, November 03). The Art of Not Working at Work. Retrieved from https://www.theatlantic.com/business/archive/2014/11/the-art-of-not-working-at-work/382121/ Salary.com. (2007, July 27). US Employees Waste 20% of Their Work Day According to Salary.com. Retrieved from https://rismedia.com/2007/07/26/us-employees-waste-20-of-their-work-day-according-to-salarycom/ Wisconsin School of Business. (2015, June 25). Driven to Distraction-What Causes Cyberloafing at Work? Retrieved from https://business.wisc.edu/news/driven-to-distraction-what-causes-cyberloafing-at-work/ Zistemo. (n.d.). 7 Employee Time Wasting Habits - How to Break The Bad Habits with Your Team? Retrieved from https://zistemo.com/blog/7-employee-time-wasting-habits/ Copyright © 2021 by Arete Coach LLC. All rights reserved.

"Take Out the Sham & Put in the Wham" with insights from a pioneer in the field of research and executive coaching. In 2020, the executive coaching industry lost a great pioneer in the field of research and evidence-based coaching, Professor Anthony Grant, PhD. In light of Professor Anthony Grant’s groundbreaking research and life legacy, Severin Sorensen and Nathalie Pavlik moderated a celebration of research, life, and legacy of Professor Anthony Grant at the European Mentoring and Coaching Council Global Research Conference on September 8, 2022. Below we share a sneak peek into Severin and Nathalie’s presentation, “Taking Out the Sham, and Putting in the Wham: Towards Evidence-Based Coaching Practice—Honoring the Life and Work of Professor Anthony Grant, PhD.” If you're interested in learning more, click here and tune into the accompanying podcast episode. Who is Professor Anthony Grant? Professor Anthony Grant, PhD (1954-2020), is often credited as ‘the father of evidence-based coaching” and in 2000 he “established the world’s first Coaching Psychology Unit at the School of Psychology at The University of Sydney.” (Grant, 2020). As Director of the Coaching Psychology Unit, Anthony Grant made great strides toward establishing the efficacy of evidence-based coaching. He collaborated widely with colleagues at Sydney University and researchers worldwide. Through his focused attention, research, teaching, and collaborations, Anthony has supported the development of the evidence-based coaching industry and his impact on the industry continues today. In academia, a scholar's contributions and community significance is often captured by academic key performance indicators: for example, SemanticScholar shows that Professor Grant has 111 publications of record. On Google Scholar, it shows additional KPIs for Grant such as number of citations by others (13,368), peak h-index (58), and peak i10-index (102). To understand how these measures interpret academic contribution, Hirsh recons that an h-index of 20 is good, 40 is outstanding, and 60 is truly exceptional; indeed, 84% of Nobel prize winners in physics have had an h-index of at least 30; Tony’s peak h-index was 58. At the time of his passing, he had authored 8 books, 27 book chapters, and 70 peer-reviewed journal articles; additional publications are forthcoming from his prior work in progress. He is recognized as the first to conduct a randomized control trial on executive coaching. And he was one of the founding editorial board members of the International Coaching Psychology Review. So there is much to appreciate and unpack about Anthony’s research, life, and legacy in the sections that follow. Professor Anthony Grant was raised by his parents in the United Kingdom and had a childhood ripe with discussion on philosophical and psychological topics, which ultimately developed in him a “curious and assumption-challenging mind” (Coaching at Work 2020). At the age of 15, he left school, completed his training as a carpenter, and ran his own contracting business. He sustained his skills in carpentry and building all his life. Later in life, Anthony moved to Australia and enrolled at the University of Sydney in 1992. Professor Anthony Grant had great success in college, graduating first in his class, receiving the University Medal, the Australian Psychological Prize, and the Dick Thompson Prize. In 1999, he set forward on the path of creating the “world’s first Coaching Psychology Unit and the world’s first postgraduate degree in Coaching Psychology” (University of Sydney, 2020 & Institute of Coaching, n.d.). In 2000, Professor Anthony Grant became the Director of the Coaching Psychology Unit. From here, Professor Grant became the pioneer of evidence-based coaching and brought his “passion” for helping others “into the scientific enterprise of coaching” (O’Connor & Cavanagh, 2020). Anthony Grant’s key contributions Anthony Grant has had an immense impact on the coaching industry and its growth towards evidence-based practices. Below we summarize some of his most impactful contributions to the coaching industry. However, it is important to note that the research studies referenced are only “a drop in the bucket” when compared to the wealth of knowledge Professor Anthony Grant shared with students and the coaching community throughout his lifetime. Coaching should be “solution-focused” and generate insights, rather than be “self-focused” on past or present challenges Anthony Grant’s research advocates the importance of using “solution-focused” coaching strategies as opposed to “self-focused” reflection. In a 2018 presentation, Anthony Grant explains that “a goal focused,” much like “solutions” focused, “coaching relationship is the key to coaching success.” He explains that solutions-focused coaching is more effective when increasing well-being and self-insight rather than past or present-focused coaching strategies (Grant, 2018). The "Steps to Solutions Framework" and evidence for solution-focused coaching In his 2013 article “Steps to Solutions: A process for putting solution-focused coaching principles into practice,” Anthony Grant outlines how coaches can “apply solution-focused coaching skills” through his “Steps to Solutions” process (Grant, 2013a). Additionally, in a 2019 article by Anthony Grant and his colleague Benjamin Gerrard, they found that solution-focused coaching questions “were more effective than problem-focused questions on all measures” and that they were also “more effective at increasing self-efficacy and decreasing negative affect compared to a combined problem-focused and solution-focused approach” (Grant & Gerrard, 2019a). Riding the cathartic wave: the importance of transitioning from problem to solution-focused discussion for optimal coaching impact In his 2019 article, Anthony Grant discussed the balance between knowing that “people need to be heard” and problems must be discussed with the importance of transitioning to “solution talk” (Grant, 2019b). Hope can be increased more effectively with gratitude as opposed to optimism In a discussion with Dr. Sonja Lyubomirsky, Anthony Grant shares that based on research, hope increases more effectively with gratitude than with optimism (VIAStrengths, 2012). Executive coaches can use this insight to encourage clients to keep a gratitude journal of all the things they are thankful for. Executive coaching enhances goal attainment, resilience, hope, engagement, and workplace well-being In 2009, in a collaborative work by Grant, Curtayne, and Burton, they found that “executive coaching enhances goal attainment, resilience, and workplace well-being” through “a Randomized Controlled Study” (Grant et al., 2009). In this randomized controlled study, it was found that coaching “helped increase self-confidence and personal insight, build management skills” and “deal with organizational change.” This research “suggests that executive coaching may well be an effective means of creating purposeful, positive individual change” in “as little as four coaching sessions.” And, short-term coaching can “increase goal attainment, enhance resilience, ameliorate depression and stress, and increase workplace well-being.” Coaching was also found to support clients' handling of “organizational change” (Grant et al., 2009). Another collaborative research study Anthony Grant completed with peers, Wendy Madden and Suzy Green, found that strengths-based coaching can increase “levels of engagement and hope” (Madden, Green, & Grant, 2011). “Positive psychology and evidence-based coaching have the potential to make a significant contribution to flourishing youth services” (Leach, Green, & Grant, 2011) In this literature review, Grant and colleagues discussed the benefits of positive psychology and evidence-based coaching on youth programs. They found that both positive psychology and evidence-based coaching can have a “significant” positive “contribution” to “youth services” and programs (Leach, Green, & Grant, 2011). Executive coaching is an aid in times of organizational change In 2013, Anthony Grant found that when individuals received coaching during periods of “organizational change” they experienced “increased goal attainment, enhanced solution-focused thinking, a greater ability to deal with change, increased leadership self-efficacy, and resilience, and a decrease in depression” (Grant, 2013b). Coaching should inspire “‘sticky’ intentional change” Anthony Grant advocated that coaching should inspire “‘sticky’ intentional change” in a 2019 symposium titled “Desired Outcomes in Coaching: Coaching for “Sticky” Intentional Change.” Anthony Grant wanted the benefits of coaching to be long-term and sustain the desired changes of the client (Smith, van Oosten, Richard, Boyatzis, Grant, Passarelli, Taylor, & Moore, 2019). Coaches seeking to provide effective coaching should have detailed knowledge of evidence-based coaching research, observing and implementing what works, shunning practices that are not-researched or supported, and ensuring that their ‘best practice’ isn’t actually bad practice In 2019, Anthony Grant and Sean O’Conner released “A Brief Primer for Those New to Coaching Research and Evidence-Based Practice.” In this review, they advocate Covey’s “seek first to understand” (1989) concept and encourage coaches to invest in evidence-based coaching practices to best serve their clients. They also encourage coaches with the following powerful statement: “By questioning our assumptions, by engaging in constructive and informed self-reflection about our coaching practice, we become more mature, balanced, and purposeful professionals” (Grant & O’Connor, 2019). Coach training helps coaches too Anthony Grant also researched the effect that coach training has on coaches themselves. With colleague Ofer Atad, Anthony Grant found that when coaches participate in coach training they experience increased “satisfaction with life, mindfulness, solution-focused thinking, self-insight, and a need for self-reflection” (Atad & Grant, 2020). “If it ain’t written, it ain’t coaching!” In a 2016 article, “Reflection, note-taking and coaching: If it ain’t written, it ain’t coaching!”, Anthony Grant encouraged coaches to take notes during coaching sessions using the I-GROW model (Issue, Goal, Reality, Options, Wrap-up). He also advises coaches to encourage their clients to write their goals down within coaching sessions as well (Grant, 2016). We at AreteCoach.io are committed to exploring the art and science of coaching, and this includes supporting the furtherance of evidence-based coaching practices. References Atad, O., & Grant, A. (2020). How does coach training change coaches-in-training? Differential effects for novice vs. experienced ‘skilled helpers.’ Coaching: An International Journal of Theory, Research and Practice, 14(1), 3–19. https://doi.org/10.1080/17521882.2019.1707246 Coaching at Work. (2020). Obituary: Prof. Anthony Grant. https://www.coaching-at-work.com/2020/03/01/obituary-prof-anthony-grant/. Grant, A. (2013a). Steps to Solutions: A process for putting solution-focused coaching principles into practice. The Coaching Psychologist, 9(1), 36–44. https://shop.bps.org.uk/the-coaching-psychologist-vol-9-no-1-june-2013. Grant, A. (2013b). The Efficacy of Executive Coaching in Times of Organisational Change. Journal of Change Management, 14(2), 258–280. https://doi.org/10.1080/14697017.2013.805159. Grant, A. (2016). Reflection, note-taking and coaching: If it ain’t written, it ain’t coaching! The Coaching Psychologist, 12(2), 49–58. https://shop.bps.org.uk/the-coaching-psychologist-vol-12-no-2-december-2016. Grant, A. (2018). Twenty Years of Solution-focused Coaching Research at the University of Sydney [Slides]. The University of Sydney. https://cdn-asset-mel-1.airsquare.com/aasfbt/library/2018-conf-presentations/grant-twenty-years-of-solution-focused-coaching-research-handouts.pdf?201807240550. Grant, A. (2019b). Solution-focused coaching: The basics for advanced practitioners. The Coaching Psychologist, 15(2), 44–53. https://shop.bps.org.uk/the-coaching-psychologist-vol-15-no-2-december-2019. Grant, A., Curtayne, L., & Burton, G. (2009). Executive coaching enhances goal attainment, resilience and workplace well-being: a randomised controlled study. The Journal of Positive Psychology, 4(5), 396–407. https://doi.org/10.1080/17439760902992456. Grant, A., & Gerrard, B. (2019). Comparing problem-focused, solution-focused and combined problem-focused/solution-focused coaching approach: solution-focused coaching questions mitigate the negative impact of dysfunctional attitudes. Coaching: An International Journal of Theory, Research and Practice, 13(1), 61–77. https://doi.org/10.1080/17521882.2019.1599030. Grant, A., & O’Connor, S. (2019). A brief primer for those new to coaching research and evidence-based practice. The Coaching Psychologist, 15(1), 3–10. Institute of Coaching. (n.d.). Anthony Grant PhD. https://instituteofcoaching.org/anthony-grant-phd. Leach, C., Green, L., & Grant, A. (2011). Flourishing Youth Provision: The Potential Role of Positive Psychology and Coaching in Enhancing Youth Services. International Journal of Evidence Based Coaching and Mentoring, 9(1), 44–58. https://www.semanticscholar.org/paper/Flourishing-Youth-Provision%3A-The-Potential-Role-of-Leach-Green/851b435fb658d545cd7799e48f578de91d3c74c1. Madden, W., Green, S., & Grant, A. (2011). A pilot study evaluating strengths-based coaching for primary school students: Enhancing engagement and hope. International Coaching Psychology Review, 6(1), 71–83. https://psycnet.apa.org/record/2011-11715-006. O’Connor, S., & Cavanagh, M. (2020). Webinar: Special Tribute to Anthony Grant: A Review of the Contribution of the Coaching Psychology Unit at Sydney University. Institute of Coaching. https://instituteofcoaching.org/resources/webinar-special-tribute-anthony-grant-review-contribution-coaching-psychology-unit-sydney. Sorensen, S. L., Lerotić Pavlik, N. (2022). Towards Evidence-Based Coaching Practice: “Taking Out the Sham, and Putting in the Wham” – Honoring the Life, Legacy, and Research of Professor Anthony Grant, PhD. Arete Coach Working Paper 001, www.AreteCoach.io. Smith, M., van Oosten, E., Boyatzis, R., Grant, A., Passarelli, A., Taylor, S., & Moore, S. (2019). Desired Outcomes in Coaching: Coaching for “‘Sticky’” Intentional Change. Academy of Management Proceedings, 2019(1), https://doi.org/10.5465/ambpp.2019.15537symposium. The University of Sydney. (2020, February 7). Vale Professor Anthony Grant. https://www.sydney.edu.au/science/news-and-events/2020/02/07/vale-professor-anthony-grant.html. [VIAStrengths]. (2012, February 16). Dr. Sonja Lyubomirsky and Dr. Anthony Grant on Building Hope [Video]. YouTube. Retrieved September 7, 2022, from https://www.youtube.com/watch?v=wrJ8i5nU0mU. Copyright © 2022 by Arete Coach LLC. All rights reserved.

Executive coaches aid their executives with impactful questions that help them realize their genuine desires and goals. The inquisitive nature of executive coaching has led many organizations to identify curiosity as an important feature of executive coaching. But what is the science of curiosity, how does it help executive coaches, and how can coaches embrace a more curious outlook on their executive’s concerns and goals? Continue reading for insight on six effects that curiosity has on executive coaches and their impact on clients. “The important thing is not to stop questioning. Curiosity has its own reason for existing.” - Albert Einstein The science of curiosity What is curiosity? Are there personality traits associated with curiosity? And, how do curious people behave differently from those without curiosity? Continue reading to find out. What is curiosity? The American Psychological Association defines curiosity as “the impulse or desire to investigate, observe, or gather information, particularly when the material is novel or interesting.” They also relate it to the term “exploratory drive: the motivation that compels an organism to examine its environment.” Other researchers relate curiosity to “information-seeking behavior” (Kidd & Hayden, 2015). Science tells us that curiosity is a foundational behavior of humanity. Children in the early stages of development explore their environments and adults spend hours skimming through information via music, videos, and internet search engines. Science has even regarded curiosity as “the noblest of human drives” (Kidd & Hayden, 2015). All forms and synonyms of curiosity have one unique characteristic in common: the desire for new information. Humanity’s desire to know more about the world through the arts and sciences is a primary example that has continued throughout history. Curiosity, although not immediately recognized, is often the motivating factor for many actions in our daily lives. New business ideas are often tried out of curiosity and a desire to fill “a mental hole” and reduce “novelty.” Researchers have determined that people enjoy new things to a certain degree and have a sense of curiosity to avoid a lack of novelty (Oxford, 2012). However, some researchers state that curiosity is a motivational factor in and of itself (Oxford, 2012). Nonetheless, curiosity is an innate drive for more information that is present in varying degrees in all people. Personality traits associated with curiosity Research has determined that individuals with more curiosity can “tolerate more uncertainty and novelty before withdrawing” and becoming overwhelmed. They are also more likely to have greater academic achievements, a “greater sense of well-being,” and feel as though their lives have meaning (Oxford, 2012). This correlation between curiosity and tolerance for new things is closely related to the Big Five Personality trait of openness. Those that have greater amounts of curiosity also tend to have a “non-defensive” and “non-critical” attitude (Kashdan et al., 2013). “Once we believe in ourselves, we can risk curiosity, wonder, spontaneous delight, or any experience that reveals the human spirit.” - E. E. Cummings Behavioral differences of curious people The personality traits associated with curiosity encourage several positive behaviors. Those who have more curiosity tend to be more open to new experiences and tolerate more nuance and novelty (Oxford, 2012). New experiences don’t intimidate those who are curious. Curious individuals are more likely to embrace abstract concepts and study them for new ideas (Cherry, 2021). They simply intrigue them into further exploration. Furthermore, those with higher rates of curiosity have higher rates of emotional intelligence which is the ability to manage emotions (Leonard & Harvey, 2007). Curious individuals can manage their emotions better and thus are less reactive to circumstances or negative situations. Individuals that are curious are also less likely to “fall prey to confirmation bias.” This indicates that those with curiosity are able to reconsider their own ideas and consider new information that disagree with their ideas. Curious people are also less likely to believe in stereotypes about people groups (Gino, 2018). These reduced stereotypes also contribute to better relationships with others and support for team building. Benefits of practicing curiosity Now that we have discovered what curiosity is, the personality traits of those with curiosity, and the behaviors associated with curiosity, we can begin to examine how curiosity helps the executive coach. Executive coaches who are curious experience all of the benefits previously discussed in this article. However, when these benefits are applied to the executive coaching industry they offer additional benefits to both the coach and their clients. “Curiosity is one of the most permanent and certain characteristics of a vigorous intellect.” - Samuel Johnson 1. Openness to new coaching methods Executive coaches who are curious are more likely to accept new coaching methods into their executive coaching practice. This is especially important for executive coaches who wish to remain in the industry for a prolonged period of time. Scientific research over business practices and psychological topics that can benefit business organizations is constantly being conducted, producing new findings, and changing prior misconceptions. Being able to apply new and scientifically proven methodologies to the executive coaching practice ensures that clients are always given top-of-the-line, high-quality, and advanced coaching. 2. Greater emotional intelligence When executive coaches have a great amount of curiosity, they are also more likely to have a great amount of emotional intelligence (Leonard & Harvey, 2007). Executive coaches can use their own emotional intelligence to encourage the development of emotional intelligence in their clients. For example, emotionally intelligent coaches will be more likely to notice stress in their clients and respond with intention, not their initial reaction. By responding with intention, executive coaches can help their clients learn to manage their own emotions and inspire them to practice emotional intelligence in their own business practice. “Curiosity is the process of asking questions, genuine questions…” - Brian Grazer 3. Better questions Due to the open and inquisitive nature of curiosity, executive coaches who are curious are able to ask better questions. Curiosity drives the desire for further clarification and more information which can only be discovered through questioning. Furthermore, when coaches are curious they are also likely to be “non-defensive” (Kashdan et al., 2013). Because of this non-defensive stance, curious executive coaches are more likely to ask questions about areas of business they have no experience in or have no knowledge of. The newly disclosed information spurred on by the questions of an executive coach can provide new information for the coach and an opportunity for purposeful reflection for the client as well. 4. More reflection The scientific understanding that those with curiosity are more open to question their own understandings when new information is presented, enables an increased willingness to reflect on preconceived notions and behaviors. This is a key factor in executive coaching. Oftentimes, business leaders present their plan of action to executive coaches and as a result, are asked questions about how they believe their plan will play into their overall goal. This gives the business leader an opportunity to reflect on how their plans are intentionally supporting goals and allows them to start a conversation with their coach about their plans and goals. 5. Greater listening skills Executive coaches who are curious about what their clients are experiencing are better listeners. The “best listeners” are said to be “naturally curious” people (Listening Partnership, n.d.). Their curiosity spurs them on to listen with genuine interest and be open to the comments made by their clients. This greater ability to listen can further help executive coaches ask more impactful questions that spark goal attainment. The Listening Partnership summarizes this well when they state that when “we take a curious stance, [it offers] our clients a sense of spacious inquiry.” “When you meet people, show real appreciation, then genuine curiosity.” - Martha Beck 6. Greater trust When clients feel that their executive coaches are genuinely curious about their viewpoints and perspectives, they are more likely to disclose important information to their executive coaches. Francesca Gino from the Harvard Business Review states that “when we demonstrate curiosity about others by asking questions, people like us more and view us as more competent, and the heightened trust makes our relationships more interesting and intimate” (2018). This finding can be directly applied to the executive coaching relationship making curiosity a catalyst for trust-building and impactful conversations. “Curiosity about life in all of its aspects, I think, is still the secret of great creative people.” - Leo Burnett How to encourage curiosity Curiosity is an innate characteristic in all mankind (APA, n.d.). From the beginning stages of development, children exhibit curiosity for their surroundings. This sense of curiosity maintains its presence throughout the lifespan but there are several things that can be done to further encourage its development. Adopt the stance of a lifelong learner Consider the story of Captain Chesley “Sully” Sullenberger and his heroic landing of a commercial aircraft on the Hudson Rivier. The Harvard Business Review states that “Although commercial flights are almost always routine, every time his plane pushed back from the gate he would remind himself that he needed to be prepared for the unexpected. “What can I learn?” he would think. When the unexpected came to pass, on a cold January day in 2009, Sully was able to ask himself what he could do, given the available options, and come up with a creative solution” (Gino,2018). Because of Captain Chesley’s eternal curiosity that pushed him to continually learn about the world around him, Captain Chesley was able to strategically make the best decision saving the lives of his crew and passengers. Ultimately Captain Chesley’s curiosity is what led him to continue the learning process which saved many lives. “Encourage your own curiosity; pursue the problems based on that.” - James Mirrlees Establish Learning Goals Having learning goals in place of performance goals (where acceptable) can encourage curiosity and a willingness to try new things (Gino, 2018). When executive coaches establish learning goals for themselves, they are encouraging curiosity in their own executive coaching practice. For example, executive coaches who set a goal to learn three new coaching techniques are more likely to be curious about new coaching techniques. Practice mindfulness Research shows that curiosity enhances mindfulness by reducing a negative response to ideas and perspectives (Kashdan et al., 2011). We can deduce from this research that mindful executive coaches have more opportunities to choose a curious outlook than those who do not practice mindfulness. When executive coaches practice mindfulness, they increase their awareness of their own ideas and through curiosity can begin to explore these ideas and understandings. Doing so can help executives evaluate which of their own methods are scientifically supported and which of those are not. This can ultimately lead to more effective coaching. Embrace confidence Dr. Bruce Perry shares that “confidence increases a willingness to act on curiosity—to explore, discover, and learn” (2001). While Dr. Perry’s claim is applied to the development of children, it is still applicable to the plight of executive coaches today. Executive coaches who are confident in their coaching, are not afraid to question their methodology and try new things. Confidence enables them to try new things without the fear of failure, thus encouraging a curious perspective. The main takeaway Curiosity is the desire for new information, the openness to new opportunities, and the ability to face challenges with acceptance. Executive coaches who are curious are open to new coaching methods, have more emotional intelligence, ask their clients better questions, encourage periods of reflection, are better listeners, and build trust with their clients. Executive coaches who wish to increase their curiosity can adopt the stance of a lifelong learner, make their own learning goals, practice mindfulness, and embrace confidence in themselves. Curiosity offers many benefits to executive coaches and their practice. Because of this, executive coaches should continually strive for a curious outlook on their practice. “Curiosity is the wick in the candle of learning.” - William Arthur Ward References APA. (n.d.). APA Dictionary of Psychology. Retrieved from https://dictionary.apa.org/curiosity APA. (n.d.). APA Dictionary of Psychology. Retrieved from https://dictionary.apa.org/exploratory-drive Cherry, K. (2021, February 20). What Are the Big 5 Personality Traits? Retrieved from https://www.verywellmind.com/the-big-five-personality-dimensions-2795422#openness Gino, F. (2018, September). The Business Case for Curiosity. Retrieved from https://hbr.org/2018/09/the-business-case-for-curiosity Kashdan, T. B., Afram, A., Brown, K. W., Birnbeck, M., & Drvoshanov, M. (2011). Curiosity enhances the role of mindfulness in reducing defensive responses to existential threat. Personality and Individual Differences, 50(8), 1227-1232. doi:10.1016/j.paid.2011.02.015 Kashdan, T. B., Sherman, R. A., Yarbro, J., & Funder, D. C. (2013). How Are Curious People Viewed and How Do They Behave in Social Situations? From the Perspectives of Self, Friends, Parents, and Unacquainted Observers. Journal of Personality, 81(2), 142-154. doi:10.1111/j.1467-6494.2012.00796.x Kidd, C., & Hayden, B. (2015). The Psychology and Neuroscience of Curiosity. Neuron, 88(3), 449-460. doi:10.1016/j.neuron.2015.09.010 Leonard, N. H., & Harvey, M. (2007). The Trait of Curiosity as a Predictor of Emotional Intelligence. Journal of Applied Social Psychology, 37(8), 1914-1929. doi:10.1111/j.1559-1816.2007.00243.x Listening Partnership. (n.d.). Curiosity: An Executive Coach's Best Friend: Listening Partnership. Retrieved from https://www.listeningpartnership.com/insight/curiosity-executive-coaches-best-friend/ Oxford. (2012). The Oxford Handbook of Human Motivation. doi:10.1093/oxfordhb/9780195399820.001.0001 Perry, B., Dr. (2001, March). Emotional Development: Curiosity - The Fuel of Development. Retrieved from https://www.scholastic.com/teachers/articles/teaching-content/emotional-development-curiosity-fuel-development/ Copyright © 2021 by Arete Coach LLC. All rights reserved.

As the realm of artificial intelligence (AI) continues to expand into various domains, the question of how AI will impact the executive coaching industry continues to be a hot topic of discussion. A groundbreaking research study, titled "Comparing AI and Human Coaching Goal Attainment Efficacy," shed light on the potential of AI coaching by comparing the goal attainment of coachees using an AI coaching model versus human coaching. Below we examine some of the key takeaways and considerations executive coaches should be aware of today. The research Researchers Terblanche, Molyn, Haan, and Nilsson performed two longitudinal randomized control trials that were both conducted over a 10-month period. Study 1 involved human coaches, while Study 2 introduced an AI chatbot coach. Data was collected through online surveys across eight time-points. They compared the efficacy of human coaches and an AI chatbot coach in achieving client goals, also known as “goal attainment” (Terblanche et al., 2022). The results Both coaching formats demonstrated significant increases in goal attainment compared to control groups. “A surprising result is that the AI coach rivaled the human coaches in participant goal attainment.” The AI chatbot coach proved to be "as effective as human coaches at the end of the trials" (Terblanche et al., 2022). The success of AI coaching is associated with its strict adherence to goal attainment theory, which compensated for its lack of nuanced intelligence. AI coaching's convenience and availability, coupled with increased usage frequency, further contributed to its performance. Source: Terblache et al., 2022 Key takeaways for executive coaches Accessibility of coaching Findings indicate that the scalability of AI coaching has the potential to enhance the reach of coaching, thereby bringing its advantages to a wider demographic. This holds significant promise, especially in regions with lower incomes where coaching opportunities are scarce, as well as for individuals in remote areas who have limited access to face-to-face coaching sessions. Enhancing human coaching demand Contrary to concerns that AI might replace human coaches, the study proposes a different perspective. AI coaching's introduction may actually expand the “demand for human coaches” (Terblanche et al., 2022). As individuals experience the benefits of coaching through AI, their exposure could foster demand for more advanced and intelligent human coaching, ultimately creating new opportunities for skilled human coaches. A call to mastery A fundamental distinction between human and AI coaches lies in the human coach's deeper understanding and embodiment of "maturity." Human coaches can coach at four levels according to Megginson and Clutterbuck (2010): “Models-based”: Coaches who follow a “set, mechanistic process rather than exploring the complexities of the client’s world.” “Process-based”: Coaches who use a “slightly more flexible approach using an expanded but limited set of tools and techniques.” “Philosophy-based”: Coaches who have a “broader mindset to the client’s situation and practice reflection before and after coaching sessions.” “Systemic eclectic”: Coaches that can “exhibit a sensitive, intelligent approach to the client situation, and utilize the most appropriate approach given the context” of the situation. (Megginson & Clutterbuck, 2010 & Terblanche et al., 2022) AI coaches are limited to the initial level, "models-based", when compared to the spectrum of human coaching techniques. AI coaches are currently unable to “integrate knowledge and apply learning across domains” or navigate “complex situations” (Terblanche et al., 2022). While AI coaching's mechanistic execution of goal theory compensates for its lack of nuanced intelligence, the higher-order reasoning and nuanced thinking performed by a human executive coach remains unmatched. Because of this, human coaches are encouraged to enhance their coaching strategies beyond simply model-based coaching, emphasizing uniquely human traits like nuanced reasoning, empathy, and emotional intelligence. The main takeaway While AI may not replace human coaches entirely, this research highlights its potential to complement coaching practices and expand its reach. By integrating AI coaching within the context of goal attainment, executive coaches can leverage the strengths of both AI and human coaching to enhance their services, ultimately benefiting clients and broadening the accessibility of coaching to diverse populations. Furthermore, this study's findings underscore the importance of continuous professional development for human coaches beyond the first level of coaching, while embracing AI as a tool to enrich coaching practices. References Megginson D, Clutterbuck D. Further techniques for coaching and mentoring. New York: Routledge; 2010. Terblanche, N., Molyn, J., & Nilsson, V. O. (2022). Comparing artificial intelligence and human coaching goal attainment efficacy. PLOS ONE, 17(6), e0270255. https://doi.org/10.1371/journal.pone.0270255 Copyright © 2023 by Arete Coach LLC. All rights reserved.

Marketing is essential for executive coaches, acting as the engine that connects a business with ideal clients, builds credibility, and drives sustainable growth. In a competitive market, marketing ensures visibility so potential clients can find you, distinguishing your services with a compelling value proposition. Beyond visibility, marketing establishes trust, communicates core values, and fosters client loyalty by highlighting what makes your approach unique. With these foundations of marketing’s role in mind, this article explores strategies executive coaches can employ to reach clients, foster sustainable growth, and differentiate in an increasingly competitive market. The Importance of Marketing Effective marketing strategies boost client acquisition, retention, and long-term value. By reaching the right audience with precisely targeted messaging, marketing can generate revenue while offering data-driven insights that shape strategic decisions. Ultimately, a robust marketing approach supports growth and keeps a business relevant, equipping leaders to thrive and succeed in an ever-evolving marketplace. Consider the following statistics which underscore the importance of marketing: Customer Research: 59% of consumers conduct online research before making a purchase decision, supporting the necessity of a robust online presence (Edelman, 2024). Consumer Consumption: Social media has become the top channel for product discovery among Gen Z and Millennials, with over one-third of consumers turning to these platforms to find answers to their questions (HubSpot, 2024). Personalized Messaging: Companies personalizing content towards their audiences have seen 120X ROI, 50% better customer re-engagement, and 21% increase in sales conversions (HubSpot, 2024). Buying Behavior: 17% of social media users have made direct purchases through social platforms, and 87% of social sellers report success with this approach. Moreover, 59% of these sellers saw increased sales on social media in 2023 compared to 2022 (HubSpot, 2024). Referrals: 92% of people trust referrals from someone they know, and referred customers exhibit a 37% higher retention rate (Nielsen, 2022). AI Integration: Companies using AI-driven data outperform peers by 85% in terms of sales growth (Brown, 2017). Essential Marketing Strategies for Executive Coaches The following marketing strategies are designed to help executive coaches attract and retain high-level clients while building a sustainable foundation for growth. Define Your Unique Value Proposition (UVP) In a competitive market, a clear Unique Value Proposition (UVP) is essential for attracting the right executive clients. Identifying a niche, such as resilience coaching for high-stress industries or leadership development for tech executives, helps you stand out. When identifying your niche, market research is critical as 64% of consumers cite shared values as the primary reason for building a relationship with a brand (Freeman, 2012). Tactics for identifying your unique selling proposition: Conduct Market Research: Survey potential clients or analyze competitors to understand gaps and unique client needs that you can fill. Develop a Positioning Statement: Craft a concise statement that clearly defines who you help, what unique benefits you offer, and the results clients can expect. Validate Your UVP with Feedback: Test your UVP with current or past clients to ensure it resonates and aligns with their perception of your value. Tools that can help establish your unique selling proposition: SurveyMonkey: A survey tool for market research and gathering feedback from clients or prospects about their needs and your UVP. Google Forms: Free form creation and distribution tool, allowing you to test surveys without any costs. Lean Canvas: A framework for refining your UVP, helping you articulate key points like your target audience, problem, and unique solution. Develop a Strong Brand Identity Brand identity goes beyond logos and colors—it’s about creating a lasting impression on clients and building trust. For executive coaching, this means developing a visual brand that resonates with high-level professionals, coupled with a tone that communicates authority and approachability. Consistent brand presentation across all platforms can increase revenue by up to 23% (Lipovich, 2024), suggesting the importance of a cohesive brand. Tactics to consider when building a brand identity: Hire a Professional Designer: Work with a designer to create a cohesive visual identity, including a logo, color palette, and typography that reflects professionalism. Establish Brand Guidelines: Create guidelines for tone, style, and voice to maintain consistency across all marketing materials and client communications. Personalize Your Messaging: Tailor content and messaging to your ideal client personas, ensuring each piece of content speaks to the specific challenges of executives. Tools that can help build a brand identity: Canva: A user-friendly design tool to create a cohesive visual brand with logos, color schemes, and templates for consistent branding across platforms. Adobe Creative Suite (Photoshop, Illustrator): For more advanced design needs, including professional logo design and brand visuals. Grammarly or Hemingway: For maintaining consistent tone and voice across content, ensuring clarity and professionalism. Build a Robust Online Presence A strong online presence is essential for credibility and accessibility. Your website should showcase key elements like client testimonials, case studies, and a clear call-to-action. With 83% of U.S. shoppers who visited a store in the last week saying they conducted online research before their visit, it’s clear that online search has become a standard part of the decision-making process (Store visit after online research data. (n.d.)). Tactics to consider when building an online presence: Optimize Website for SEO: Use keywords related to executive coaching, leadership development, and your niche services throughout your site’s pages. Highlight Client Results: Dedicate a section of your site to success stories and testimonials, showcasing real results from past clients. Implement Lead Magnets: Offer a free resource, like a leadership assessment or e-book, to capture visitor information and nurture them into clients. Tools that can help build an online presence: Squarespace: Reliable plug-and-play website builder with templates and SEO-friendly features that make it easy to build professional-looking websites. Google Profile: A free tool that helps businesses manage their online presence on Google Search and Maps, making it easy to attract local clients with accurate business information, reviews, and updates. HubSpot or Mailchimp: For email marketing and lead magnets, enabling you to create forms, capture visitor information, and nurture leads over time. Leverage LinkedIn for Lead Generation LinkedIn is a powerful platform for connecting with decision-makers. Start by optimizing your LinkedIn profile to highlight your expertise and using relevant keywords. 80% of B2B leads come from LinkedIn (DC Analytics, 2024), making it indispensable for executive coaches targeting high-level professionals. Tactics to consider when leveraging LinkedIn: Optimize Your Profile: Make your profile headline and summary client-focused, highlighting the value you bring to executive clients and including relevant keywords. Engage Consistently: Post regularly, sharing insights, client success stories, and leadership advice. Engage with your network by commenting and reacting to others' content. Use LinkedIn Sales Navigator: Leverage Sales Navigator to create targeted lead lists of executives, HR leaders, and other decision-makers in your niche. Tools that can help leverage LinkedIn: LinkedIn Sales Navigator: Offers advanced search and lead-list building features, making it easy to connect with targeted executives and decision-makers. LinkedIn Page Analytics: Provides insights on posts and engagement, helping you track what resonates with your audience and adjust your LinkedIn strategy. LinkedIn Competitive Insights: Analyze audience overlap with competitors, giving you clues on how to differentiate your content and messaging. Publish Thought Leadership and Content Marketing Establishing yourself as a thought leader through content marketing differentiates your coaching practice. Publishing thought leadership content is crucial, as it costs 62% less than outbound marketing and generates 3X as many leads (McCoy, 2016). Tactics to consider when developing content: Publish a Monthly Blog Post: Create articles around common leadership challenges or industry insights, ensuring they’re actionable and relevant to executives. Offer a Signature White Paper or E-Book: Develop a comprehensive guide or report that addresses a pressing executive issue and position it as a premium resource. Collaborate with Industry Experts: Host interviews or guest blogs with industry thought leaders to boost credibility and expand your reach. Tools that can help develop content: BuzzSumo: Great for researching trending topics and identifying popular leadership themes that you can cover in blog posts or white papers. Google Trends: Helps identify trending keywords and topics in leadership and executive coaching, aiding in your content strategy. Lumen5: An AI-powered platform that transforms text content into engaging videos, making it easy for businesses to create professional videos for social media and marketing without extensive editing skills. Encourage Referrals and Testimonials Referrals and testimonials are powerful tools for building trust and attracting new clients in the executive coaching industry. Since potential clients often seek social proof before committing to a service, positive testimonials and word-of-mouth recommendations can be instrumental in establishing credibility and fostering growth. Tactics to consider when requesting referrals and testimonials: Ask at Key Moments: Reach out at high-impact moments, such as after a significant milestone, a particularly successful coaching session, or when a client shares positive feedback. Create an Incentive Program: Offer an incentive, like a complimentary session, a unique coaching resource, or a personalized thank-you gift in return for a referral or testimonial. This not only encourages clients to refer others but also adds value for them. Offer Multiple Testimonial Options: Make it easy and comfortable for clients to provide testimonials by offering various formats as some may prefer a written review, others a video testimonial, or even a short interview. Tools that can help gather referrals and testimonials: VideoAsk: Allows clients to record video testimonials directly from their devices. VideoAsk makes it easy for clients to share video feedback, providing a personal and engaging testimonial format. LinkedIn Recommendations: LinkedIn’s built-in recommendation feature allows you to request recommendations directly from clients. These testimonials appear on your LinkedIn profile, building credibility with potential clients browsing your profile. ReferralCandy: Empowers businesses to boost sales through automated customer referral programs. ReferralCandy simplifies the process by rewarding customers for successful referrals, turning word-of-mouth recommendations into a powerful marketing tool. Use Paid Marketing Strategically Paid marketing, when used strategically, can amplify your reach among high-level executives. Brands typically require 6 to 7 impressions to establish awareness effectively, and advertising plays a key role in achieving this necessary frequency (Qualtrics, 2024). LinkedIn ads offer precise targeting options, while Google Ads help capture high-intent leads actively searching for services like yours. Retargeting campaigns on LinkedIn or Google re-engage visitors who showed initial interest, keeping your brand top-of-mind and encouraging future engagement. Tactics to consider when implementing paid marketing: Run LinkedIn Ads Targeting Executives: Use LinkedIn ads to reach executives by job title, industry, and other demographics that align with your ideal clients. Experiment with Google Ads for Long-Tail Keywords: Target specific phrases like “executive leadership coaching” or “CEO coaching” to reach high-intent searchers. Launch Retargeting Campaigns: Use retargeting ads to re-engage visitors who showed interest but did not convert, keeping your brand top-of-mind. Tools that can help implement paid marketing: LinkedIn Campaign Manager: For creating and managing LinkedIn ads, targeting executives by job title, industry, and other demographics. Google Ads: Ideal for targeting niche search terms and capturing high-intent leads actively searching for executive coaching. AdRoll: A tool for running retargeting campaigns across platforms like LinkedIn and Google, re-engaging visitors who showed initial interest. Review Analytics & Optimize Tracking your marketing performance is essential for refining your strategy and achieving continuous growth. In fact, data-driven organizations are 23X more likely to acquire customers, 6X as likely to retain customers, and 19X more likely to be profitable (Bokman, 2014), demonstrating the power of data in guiding successful strategies. Tactics to consider when measuring marketing success: Use Google Analytics for Website Insights: Track visitor behavior, popular pages, and conversion rates to understand what content is driving engagement. Set Up Conversion Tracking on LinkedIn: Track leads generated from LinkedIn posts or ads to evaluate the platform’s effectiveness for lead generation. Conduct Quarterly Reviews: Assess key performance indicators (KPIs) such as website traffic, content engagement, and lead quality every quarter, and adjust strategies based on findings. Tools that can help analyze performance: Google Analytics: Provides free insight into website performance, including traffic, popular pages, and conversion rates, to understand visitor behavior. LinkedIn Analytics: Integrated with LinkedIn’s platform to track post engagement and follower demographics, helping you refine your LinkedIn strategy. Hotjar: Allows you to see how visitors navigate your site through heatmaps and session recordings, revealing areas for improvement. The Importance of Leveraging AI Incorporating AI tools like ChatGPT and Midjourney into content marketing and strategy development can be a game-changer for businesses looking to enhance their effectiveness and agility. AI-driven platforms provide invaluable support for tasks such as content creation, audience analysis, and persona development, allowing you to reach the right clients with tailored messaging. By using AI, businesses can generate high-quality, engaging content more efficiently and develop precise, data-backed personas that accurately reflect their audience's needs and preferences. This level of personalization boosts engagement and conversion rates, while AI-powered insights help refine strategies in real-time, making adjustments based on market trends and customer behavior. Ultimately, using AI tools like ChatGPT elevates content marketing efforts, creating a streamlined, intelligent approach that enhances both reach and relevance. For more information about AI in business, consider the following insight articles: The Power of AI Music in Executive Coaching Better Business with AI: How Companies Are Harnessing the Power of AI for Success Precision in Prompting: The Key to AI's Potential Generative AI, the Next Great Equalizer Revolutionizing Marketing Content: How Conversational AI is Changing the Game Unleashing the Power of Visual AI: Your Comprehensive Guide to Success for the Non-Technical User How ChatGPT Can Save You 15+ Hours Each Week Unlocking Excellence: 7 Game-Changing Plugins for ChatGPT The Main Takeaway Strategic marketing is essential for executive coaches aiming to build a successful, sustainable business. In a competitive market, marketing drives visibility, trust, and client loyalty by connecting coaches with their ideal clients and differentiating their unique value. Effective marketing strategies—like defining a clear value proposition, building a strong online presence, leveraging social media and referrals, and using data-driven insights—equip executive coaches to reach high-level clients, foster long-term growth, and remain relevant. Embracing tools, from personalized messaging to AI-driven support, enhances these efforts, maximizing impact and positioning coaches for continued success in an evolving marketplace. References Bokman, A., Fiedler, L., Perrey, J., & Pickersgill, A. (2014, July 1). Five facts: How customer analytics boosts corporate performance | mckinsey. Www.mckinsey.com. https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/five-facts-how-customer-analytics-boosts-corporate-performance Brown, Brad, et al. (2017, March) “Capturing Value from Your Customer Data.” Www.mckinsey.com. www.mckinsey.com/capabilities/quantumblack/our-insights/capturing-value-from-your-customer-data DC Analytics. (2024, June 24). In today’s digital landscape, businesses are constantly seeking the most effective platforms to generate leads and drive growth. Among various social media networks, LinkedIn stands out as the leader in B2B lead generation. Linkedin.com. https://www.linkedin.com/pulse/linkedin-generates-80-b2b-leads-making-primary-platform-kqd6f/ Edelman. (2024). Global Report. https://www.edelman.com/sites/g/files/aatuss191/files/2024-02/2024%20Edelman%20Trust%20Barometer%20Global%20Report_FINAL.pdf HubSpot. (2024). The Ultimate List of Marketing Statistics for 2024. Hubspot. https://www.hubspot.com/marketing-statistics Ilya Lipovich. (2024, August 12). Council Post: Building Brand Recognition Through Your Content And BI Tools. Forbes. https://www.forbes.com/councils/forbesbusinesscouncil/2021/08/20/building-brand-recognition-through-your-content-and-bi-tools/ Karen Freeman, P. S. and A. B. (2012, May 23). Three Myths about What Customers Want. Harvard Business Review. https://hbr.org/2012/05/three-myths-about-customer-eng McCoy, J. (2016, August 29). Why is Content Marketing Today’s Marketing? 10 Stats That Prove It. Content Marketing Institute. https://contentmarketinginstitute.com/articles/content-marketing-stats/ Nielsen. (2022, April). Newswire | Consumer Trust in Online, Social and Mobile Advertising Grows. Nielsen. https://www.nielsen.com/insights/2012/consumer-trust-in-online-social-and-mobile-advertising-grows/ Qualtrics. (2024). How to Increase Brand Awareness: 10 Top Strategies. Qualtrics. https://www.qualtrics.com/experience-management/brand/how-to-increase-brand-awareness/ Store visit after online research data. (n.d.). Think with Google. https://www.thinkwithgoogle.com/consumer-insights/consumer-trends/store-visit-after-online-research-data/ Copyright © 2024 by Arete Coach LLC. All rights reserved.

Mastering group dynamics in executive coaching involves creating a safe, engaging space that values confidentiality and active participation, catering to different learning styles, and continually assessing progress. This process requires flexibility to pivot between group synergy and individual focus, ensuring that each coaching strategy aligns with personal and group goals. The following article delves into the actionable techniques and methods that executive coaches can employ to navigate the complexities of group interaction. Here, we will explore how to put the established principles into practice, ensuring that every group coaching session is as productive and transformative as possible for all participants. Strategies for mastering group dynamics Establish ground rules Setting clear expectations and norms from the outset ensures respectful and constructive interactions. Ground rules for an executive coaching setting involve focusing on the principles that will foster the most constructive and engaging environment for all participants. Here are five examples of ground rules that could help create a space that encourages positive engagement: Confidentiality: This is paramount in creating a trusted space where participants feel safe to share personal insights and challenges. Ensuring that what is said in the room stays in the room helps to build a strong foundation of trust. Active participation and engagement: Encourage every member to be fully present and contribute to discussions. Active engagement means both speaking and listening actively. This ensures that all voices are heard and that members are contributing to the collective learning experience. Respectful listening: This entails listening to others without interrupting, being fully attentive, and not preparing a response while someone else is speaking. It's about seeking to understand first, which is a cornerstone of effective communication. Constructive feedback: Feedback should be provided in a way that is supportive and focused on positive growth rather than criticism. It should be specific, actionable, and relevant to the goals of the individual or group. Commitment to action: Encourage members to not only discuss and set goals but also commit to specific actions following each session. This ensures that the coaching sessions translate into real-world progress and accountability. Foster psychological safety Creating a psychologically safe environment is crucial for ensuring that participants in an executive coaching setting feel comfortable sharing their thoughts, challenges, and mistakes without fear of judgment or repercussion. Here are five practical examples of how to establish such an environment: Lead with vulnerability: The coach or group leader can model vulnerability by sharing a personal story of a professional setback or a time they were wrong, demonstrating that it’s safe to show vulnerability. This sets a tone that the space is open for genuine sharing without fear of judgment. Affirmations and acknowledgements: Implement a practice of acknowledging contributions, regardless of their immediate relevance or accuracy. For instance, after someone speaks up, the coach might say, “Thank you for sharing that perspective, it adds a valuable dimension to our discussion.” This helps in validating efforts to contribute and shows that all input is valued. Establish norms for interactions: At the outset, work with the group to set interaction norms that everyone commits to, such as not interrupting, actively listening, and giving each person the chance to speak. This could involve a shared agreement or 'contract' that is co-created and agreed upon by all members of the group. Encourage curiosity: Frame questions and discussions around curiosity rather than judgment. For example, if a participant shares an approach that didn’t work, prompt the group with questions like “What can we learn from this?” instead of “What went wrong?” This encourages a mindset of learning and growth rather than fault-finding. Structured reflective practices: Integrate structured activities that encourage reflection and sharing in a non-threatening way. Techniques like 'round-robin' sharing where each person is given time to speak without interruption, or written reflections that are shared anonymously, can help people feel more comfortable opening up. Encourage active participation Ensure every voice is heard. This may involve moderating dominant voices and encouraging quieter participants to share their thoughts. An executive coach can use various techniques to foster active participation in a way that ensures every member of the group has a voice. Here are five strategies: Structured sharing techniques: Use a 'round-robin' technique where each participant is given equal time to share their thoughts on a specific question or topic. This prevents more vocal participants from dominating the conversation and encourages quieter members to contribute. Small group breakouts: Divide the larger group into smaller units for discussions or problem-solving sessions. In these smaller settings, individuals may feel more comfortable speaking up. Later, each group can present their findings to the larger group, ensuring that every subgroup’s voice is heard. Directed questions: Address open-ended questions directly to quieter group members, encouraging them to share their insights. The coach can say something like, “Alex, you’ve had a lot of experience with this type of project. What are your thoughts on this approach?” Anonymous input: Use tools like anonymous digital polls or surveys where participants can share their thoughts without feeling put on the spot. This information can then be used to steer the conversation and ensure that even unspoken perspectives are considered. The "no interruption" rule: Implement a clear rule that when someone is speaking, they are not to be interrupted. This can be reinforced with a talking object or a visual signal that indicates whose turn it is to speak. Incorporate diverse learning styles Accommodating diverse learning styles is essential for an executive coach to ensure that all participants can engage with and absorb the material effectively. Here are five methods to address various learning preferences: Visual aids and graphic organizers: Use charts, infographics, mind maps, and slides to illustrate key points for visual learners. These learners benefit from being able to see the information presented in a structured and visually appealing way. Interactive activities: Incorporate role-playing exercises, simulations, or hands-on activities to engage kinesthetic learners who absorb information best through movement and action. This can involve practicing a new skill or acting out scenarios that they might encounter in their roles. Discussion and storytelling: Facilitate group discussions or storytelling sessions where auditory learners can listen and learn from the spoken word. Sharing experiences and case studies through narrative can be particularly engaging for these individuals. Reflective exercises: Provide opportunities for personal reflection through journaling or quiet thinking time. This helps intrapersonal learners who prefer to process information internally and might need more time to think before they share or apply what they've learned. Reading and writing tasks: Offer written materials such as articles, case studies, or executive summaries for those who learn best through reading and writing. Allow time for these learners to take notes and provide written responses to questions or prompts. Continuously assess and pivot Continuous assessment is key to the success of any executive coaching program, as it helps in understanding the effectiveness of the coaching strategies being employed and whether they are fostering the desired growth and development. Here are five ways an executive coach can assess the group's progress: Regular check-Ins and feedback sessions: Conduct periodic individual or group check-ins where members can reflect on their progress and the group's dynamics. Use structured feedback forms or surveys to gather thoughts on what is working and what isn't, and which areas may need more attention. Goal-setting and tracking: Work with the group to set specific, measurable, achievable, relevant, and time-bound (SMART) goals at the outset. Regularly review these goals to track progress and make adjustments to the coaching plan as necessary. This might involve periodic reviews of key performance indicators (KPIs) or milestones. Observations and notetaking: During sessions, the coach can observe group interactions, participation levels, and the general mood. Notetaking helps to record these observations systematically, which can later be analyzed to assess the group’s dynamics and progress. Peer assessments: Facilitate peer review sessions where group members can assess each other’s contributions and growth. This not only provides multiple perspectives on progress but also encourages a supportive environment where peers help each other improve. Pre-and-post assessments: Use assessments or skill evaluations both at the beginning and at different intervals during the coaching program. Comparing the results over time can provide quantitative data on individual and group progress. Striking a balance Group coaching sessions are renowned for fostering a collaborative atmosphere that can lead to insightful breakthroughs, shared learning, and collective growth. Participants draw from each other's experiences, providing a diverse range of perspectives that can enrich the learning process. The dynamic nature of group interaction can stimulate creativity and motivate individuals to think outside their comfort zones. However, the effectiveness of group coaching is contingent on the alignment of group members’ goals, the coach’s skill in managing group dynamics, and each member’s comfort with sharing in a communal setting. It's crucial to recognize scenarios where the intimacy and focus of one-on-one coaching may be more advantageous. Individual coaching is particularly beneficial when: Personalized focus: An individual’s challenges are highly specific and require dedicated attention that a group setting cannot afford. Confidentiality concerns: The subject matter is sensitive, and privacy is paramount, making it inappropriate for group discussion. Learning style: The individual has a learning style or preference that benefits from personalized, direct interaction rather than group activities. Deep dive: The nature of the issues to be addressed necessitates an in-depth exploration that is impractical in a time-bound group setting. Introverted preferences: Some individuals may be introverted or less inclined to engage actively in a group context, potentially inhibiting their willingness to fully participate and benefit from group coaching. Additionally, one-on-one coaching provides a safe space for individuals to process feedback, develop self-awareness, and practice new skills without the pressure of an audience. The coaching sessions can be tailored to the pace and style of the individual, ensuring that they can move through their developmental stages with the coach’s undivided support and attention. While group coaching has its merits in promoting collective wisdom and shared learning experiences, it is important for coaches to assess the needs of their clients on a case-by-case basis. By maintaining the flexibility to offer one-on-one coaching, coaches can ensure that they provide the most suitable environment for each individual’s growth and development. The choice between group and individual coaching should ultimately be guided by the best interests of the client, aligning with their personal goals, preferences, and the specific issues at hand. The main takeaway Mastering group dynamics within executive coaching is about guiding a group through a journey of collective growth while paying close attention to individual needs. It’s about establishing a foundation of trust, ensuring open and respectful dialogue, and adapting to various learning styles, all while keeping a keen eye on the evolving group process. Through a combination of strategic facilitation and responsive adjustments, executive coaches can help each member—and the group as a whole—move toward their goals. As each session builds on the last, the value of this nuanced approach becomes clear, not just in meeting immediate objectives but in fostering a culture of sustained development and empowerment within the organization. Copyright © 2024 by Arete Coach™ LLC. All rights reserved.

Anyone who has led a peer group discussion or lecture has likely experienced a disengaged or unenergized crowd. As executive coaches and leaders, how can we encourage group participants to take part in the discussion? Energizers! While current research varies regarding the attention span of adults, what researchers have discovered is that when audiences are invited to engage, they are more likely to pay attention and be energized (Bunce, 2010). To help maintain attention, inspire creativity, and create a memorable experience, here are 13 energizers you can use in your next presentation. What are energizers and why use them? Energizers are exercises and activities that activate an audience or group. They can help audience members re-engage with presented materials or group discussions. They can also spur deeper and more meaningful conversations. In a recent research study from the journal Educational Psychology Review, students’ attention span was examined with the use of eye-tracking technology. Researchers found that “well-structured classes” with periods of “student-student and instructor-student interactions can be an effective method of maintaining student attention vigilance for entire class sessions” (Rosengrant et al., 2021). In the same way that teachers create engaging interactions with their students, executive coaches and leaders can also create engaging interactions by incorporating energizers into their peer group discussions and speaking engagements. Below we examine a series of energizers, how to use them, and the benefits of them. “Your energy and ability to energize others is more valuable than your time.” - Bill Hybels #1: Question ball toss A great way to get others involved and energized is by using a question ball toss. In this exercise, a ball with a variety of questions labeled on it is tossed throughout the audience or to each group member. When the ball is caught by a member, they are instructed to answer the question beneath their right thumb. You can create your own question ball toss by writing questions on a blank soccer ball. By doing this, you can create questions unique to your peer group or presentation. You can also purchase a pre-made question ball from a variety of retailers. Consider some examples below of questions that could be found on a ball. Meet-and-greet ball toss What is your name? What is your strongest skill? What is your weakest skill? Dogs or Cats? Where are you from? Do you have siblings? Did you have a childhood nickname? What do you want to learn today? Leadership session ball toss How would you describe your leadership style? What is a leadership challenge that you face? What is one thing you plan to take away from this lecture/presentation? Share a story of great leadership Share an example of a great leader Do you have a favorite leadership quote? “If you can’t energize others, you can’t be a leader.” - Jack Welch #2: Cards and questions Cards with questions can also be used to energize audiences. Consider this pack from TrainersWarehouse. In this pack specifically, there are questions organized by themes such as: What makes you you, common ground, session openers, favorites, which are you and why, and get to know. These cards can be used in peer group sessions to energize discussion and bring forth new ideas through powerful questions. You can also use pictures and quotes on cards. For example, Playmeo has created “We Engage Cards.” These cards consist of pictures and quotes as discussion starters. They recommend using the cards by laying them all out, asking a question or sharing a statement, and having group members take turns picking photos or quotes of how that represents their response/story. Another example from Playmeo is their “are you more like…” cards. These cards have two items on each card and participants state who they are or who another person is most like. Cards like the aforementioned “We Engage Cards” or “are you more like…” sets can also be made using flash cards or assigning specific questions to numbers of ordinary cards. For example, Uno cards could be used by indicating that when someone draws a red card they must share their best moment of the past week. #3: Get creative! Break out the construction paper and markers! Ask group members to visualize and draw things such as their happy place, their culture, the culture around them, their environment, their goals, their setbacks, their journey, or even their challenges. After visualizing and drawing the prompt, ask group or audience members to share what they drew. This not only encourages conversation and gets the creative juices flowing, but also helps those who are more introverted prepare for the discussion. #4: Never have I ever This classic game can easily be introduced to groups. Prompts can be pulled from the topic at hand or general statements such as, “never have I ever been to a baseball game” can be used. If you have toothpicks on hand, you can distribute 5 to each group member. For everyone who has done what the prompt/statement describes, they must turn in their toothpick to a pile or basket. The winner is the last one with toothpicks remaining after all questions have been asked. “High energy creates more energy, more energy, more energy. It kicks off synapses, I guess. It opens up your brain and you think of one thing after another thing, after another.” - Michael Keaton #5: Post-It notes Post-It notes can be used in a variety of ways. For example, post a prompt such as a question, challenge, or problem on the wall and have your group post solutions or responses in the form of Post-It notes. Encourage group members to share ideas that are out of the ordinary and remind them that they are brainstorming any and all possible ideas. This exercise can energize the audience towards discussion and creative problem solving. #6: “And” & “But” Exercise The “And” & “But” exercise is another way to energize audiences through discussion and brainstorming. In this exercise, the group leader or speaker starts with a prompt ending in the word “and.” From there, group or audience members take turns sharing their ideas, also ending with the word “and.” For example, the group leader or speaker could say, “To attract new employees, I will modify my business’ mission statement and…” and someone could respond with, “invest in better marketing strategies and…” After completing this exercise, the group leader can discuss with the group or audience about how the word “and” is expansive and encourages new ideas. The group can then do a round using the word “but” instead of “and.” For example, “I want to grow my business, but… it will take a long time but… it will require money but…” The group can then discuss how coming up with solutions was easier or harder for each prompt that incorporated the words “and” or “but.” #7: The elephant in the room The common phrase “elephant in the room” refers to obstacles, challenges, or problems that are not being addressed but clearly being experienced. Everyone can see or experience the “elephant in the room,” but yet it still goes unnoticed. One way to energize an audience or group is to encourage everyone to name the elephants in the room. A stuffed or model elephant can be used as a reference or even a graphic poster. Consider the exercise by Jennifer Myers of MITRE. She explains that speakers and leaders can post a photo of an elephant on a wall and give the audience or group members sticky notes. The group facilitator can then tell the exercise participants to name the elephant in the room by noting “anything that they consider to be an obstacle to the group’s meeting objectives” (Myers, 2018). She explains that this exercise gives participants the “permission and the psychological safety to raise sensitive or uncomfortable issues, without fear of retribution.” However when using this specific exercise it is important to establish ground rules such as respect, confidentiality, and open communication (Myers, 2018). “Leadership is not just about giving energy… it’s unleashing other people’s energy.” - Paul Polman #8: Get moving! Researchers have found that physical exercise in the form of “game-based” activities can benefit cognitive function (Cooper et al., 2018). Other researchers have also discovered that physical activity breaks for students can benefit their learning and executive functioning (Egger et al., 2019). By getting group or presentation participants up and moving, facilitators can re-energize the group’s focus. #9: Divide the room In this energizer, the group facilitator will present a statement such as “Marketing is a challenge for my business.” Group members are then instructed to walk to one side of the room if they agree with the statement, and the other side if they disagree with the statement. This can also be used to quiz group members about the presentation or about themselves. For example, statements can include I lead a family owned and operated business The biggest challenge for my business is [fill in the blank] I have been a CEO or executive for [#] or more years I am local to [region or state] #10: Compass walk This energizer not only involves physical activity, but also communication. The group facilitator instructs participants to get into pairs or teams. Each team will then select one person to be blindfolded. The team or teammate will then guide the blindfolded partner to a specific goal using only verbal commands (playmeo, n.d.). This game can be adapted to include multiple command givers or multiple blindfolded participants to further elaborate on the importance of good communication. #11: Match the card This energizer helps participants get to know each other and participate in physical activity. Create pairs of cards and distribute them randomly to the participants. Participants are then instructed to walk around the room and find the individual with the card that matches or pairs with theirs. For example one individual could have the word “happy” and the other person could have the card “birthday.” The cards can also say the same words or have the same photos, etc. Once group members find their match, they can be instructed to share their answer to a prompt or a fact about themselves (icebreakers, n.d.). #12: The pipeline challenge The pipeline challenge is a great way for group members to establish teamwork. This challenge instructs participants to work together by using a series of pipes to roll a ping pong ball to a specific target. If the group is large, split into several smaller teams (TrainersWarehouse, n.d.). #13: Seat swap Re-energize participants by giving them the opportunity to swap seats and meet others in the room. This can be done by directing participants to get in specific groups or by labeling tables/areas with characteristics or traits. For example, tables can be labeled with things such as “CEO,” “over 45 years old,” or “in the [insert the blank] industry.” In this energizer exercise, groups can be instructed to sit with others that have the same color shirt, are in the same industry, or from the same region. The main takeaway Energizers are a great way to recapture attention, inspire creativity, and encourage communication. The energizers mentioned in this insight article can be customized to best fit the unique needs of specific groups or audiences. By using these energizers, you can maintain the attention of your groups and audiences while also engaging with them and creating memorable experiences related to your presentation or group goals. “Energy and persistence conquer all things.” - Benjamin Franklin References Bunce, D. M., Flens, E. A., & Neiles, K. Y. (2010). How Long Can Students Pay Attention in Class? A Study of Student Attention Decline Using Clickers. Journal of Chemical Education, 87(12), 1438–1443. https://doi.org/10.1021/ed100409p. Cooper, S. B., Dring, K. J., Morris, J. G., Sunderland, C., Bandelow, S., & Nevill, M. E. (2018). High intensity intermittent games-based activity and adolescents’ cognition: moderating effect of physical fitness. BMC Public Health, 18(1). https://doi.org/10.1186/s12889-018-5514-6. Egger, F., Benzing, V., Conzelmann, A., & Schmidt, M. (2019). Boost your brain, while having a break! The effects of long-term cognitively engaging physical activity breaks on children’s executive functions and academic achievement. PLOS, 14(3). https://doi.org/10.1371/journal.pone.0212482. Icebreakers. (n.d.). Who’s My Match? Fun Icebreaker Ideas & Activities. https://www.icebreakers.ws/medium-group/whos-my-match.html. Myers, J. (2018, July 28). Naming the Elephant in the Room | KDE. MITRE- Knowledge Driven Enterprise. https://kde.mitre.org/blog/2018/07/28/naming-the-elephant-in-the-room/. Playmeo. (n.d.). Pairs Compass Walk Trust-Building Exercise - Fun Partner Game. https://www.playmeo.com/activities/team-building-problem-solving-activities/pairs-compass-walk/. Rosengrant, D., Hearrington, D., & O’Brien, J. (2021). Investigating Student Sustained Attention in a Guided Inquiry Lecture Course Using an Eye Tracker. Educational Psychology Review, 33(1), 11–26. https://doi.org/10.1007/s10648-020-09540-2. TrainersWarehouse. (n.d.). Pipeline Challenge. https://trainerswarehouse.com/games-for-learners/team-building-games/pipeline-challenge/ Copyright © 2022 by Arete Coach™ LLC. All rights reserved.

From the curator and host of the Arete Coach Podcast, Severin Sorensen. Recently I was speaking with a life coach and I asked them one of my favorite get-to-know-you questions: 'please share with me a book you have read that moved you?' Swift came to their reply, "Icky Guy." I thought... Hmm, that's an odd name for a book title. I became more curious: who or what is Icky Guy? To my delight, I found that Ikigai was not a person but a high state of being or life purpose. Being a lifetime learner, I wanted to know more about this Ikigai. I went online to Amazon and looked up books and their reviews about Ikigai. I purchased three highly-rated books to explore more on the topic, and what fun I have had to explore this powerful and life-extending word: Ikigai. The books I purchased were: 1. Héctor García and Francesc Miralles, Ikigai: The Japanese Secret to a Long and Happy Life (2016). 2. Amanda Kudo, My Little Ikigai Journal (2018) 3. Mari Fujimoto, Ikigai & other Japanese words to live by (2019) So what is Ikigai? From Wiki, "Ikigai (生き甲斐) (pronounced [ikiɡai]) is a Japanese concept that means "a reason for being." The word refers to having a meaningful direction or purpose in life, constituting the sense of one's life being made worthwhile, with actions (spontaneous and willing) taken toward achieving one's ikigai resulting in satisfaction and a sense of meaning to life." Digging a little deeper in my quest to learn more about Ikiagi, I learned that in 1966, Mieko Kamiya was one of the first researchers to write and publish about ikigai. Her important research was published in a book titled, Ikigai-ni-Tsuite (What Makes Our Life Worth Living). Unfortunately, her book was never translated into English, and perhaps someone reading this will pick that challenge up and bring Mieko Kamiya's important work to English readers. From IkigaiTribe we learn that Kamiya had two forms or definitions for ikigai: something that is a source of ikigai – ​ikigai (source); i.e., my child is my joy and the state of mind of when one is feeling ikigai associated to a source – ​ikigai-kan; i.e., what I do is an expression of my joy Kamiya wrote that for an individual to experience ikigai-kan that seven types of personal needs are simultaneously satisfied; namely: the need for life satisfaction the need for change and growth the need for a bright future the need for resonance the need for freedom the need for self-actualization and the need for meaning and value Kamiya's work is often compared to Viktor Frankl's concept of finding meaning in life, and the importance of finding one's purpose as the vector leading to life's happiness. You can read more about this with Frankl's seminal work: Man's Search for Meaning (1959). There is nuance to the various operations of Ikagi that have been summarized in the illustrations below. It's difficult to determine who used this illustration below first, and I have posted below the version published by the "Institute of You," [If a future reader has knowledge of the correct citation I will happily update here.] The center of the concentric circles is where Ikigai lives, and it is the point at which all factors come together in unity and purpose. In 2009 Dan Buettner gave a Tedx Talk on "How to live to be 100+" where he explored the planet's blue zones where there are communities of centenarians living well beyond their 100th year of life. One of these elderly communities is in Japan. He shared how diet, sleep, exercise (not vigorous or strenuous exercise but rather a range of motion focused and routine like walking), and restfulness helped one live many years longer. He also spoke of the Japanese ethic of Ikigai. Inspired by Buettner's talk, Marc Winn prepared the following diagram to illustrate the concept and overlaps of the several drivers of Ikigaim and I reference here the version published by impacted.com. What one notices is that four attributes of being and doing are involved in achieving one's Ikigai. And they are typically expressed by most authors in this order: Are you doing something you love? Something the world needs? That you are good at? That you can get paid for? If you can answer yes to all four, then truly you are most happy and prosperous. And for some this is true; think, e.g., think Mozart, Van Gogh, and Tiger Woods; they all did or are doing what they loved and were paid for it. But what if what you love to do, or what you are good at, there is no market for your expression of fulfillment? Or what if what you love to do you are not physically, intellectually, or emotionally able to compete successfully in that world. Well, you could still lean into your passions and do what you love to do and ignore the economic necessity of earning a living, and live a humble lifestyle doing what you love. However, for many, this is unacceptable or would be deemed highly irresponsible behavior particularly if one has a family or business to support. Surely this quandary of loving to do, what economically you cannot get paid enough to do, comes up in executive coaching, life coaching, and career coaching conversations many times. So what to do? Years ago as a young man in my twenties, I was given the following sage advice by a mentor, Allen Hill, 'you can have everything in this world if you put the things you want in the right order.' I was intrigued by this statement and began to explore how one could re-order or repattern one's life so that you get more of what you want aiming like a compass to the end goal or peak. For example, if your goal was to have a Ferrari sports car in your youth you could probably do so, but at great expense and peril to all other goals; you would likely have to forgo college and need to work several jobs just to pay for the vehicle along with for a security guard to watch the car. Putting this goal too early in your life's earning cycle would likely strip all other goals from your horizon. However, what if you re-ordered this goal and bought an affordable automobile in your youth. Next, you went to college, started in a marketable career of your choosing, worked hard, progressed, and along the way you invested in more education and certifications, and built your career gaining some expertise, your life earnings and earning power would increase. Eventually, if you still had the goal of owning a Ferrari you might be able to do so with a much lesser percentage of your income expended on the vehicle in your later life. And hence the concept, if you put more of your dreams and aspirations in the right order, you will find you can reach more of them. Bringing Ikigai into your coaching practice Using prioritization methods and marketability signals as governors and guideposts for entrepreneurial journeys, I have reordered the question stems below so that what you end up with, is something that is needed, that you can get paid for, that you are good at, and is already or becomes something that you love to do. And when you find these things, you can reach your own state of Ikigai sooner. From an economist's viewpoint, there are too many widgets made for which there are no viable markets. An idea does not become a product until somebody pays for it. Therefore, if we want to more productively help our coaching clients reach their own Ikigai, we might suggest a reorder of the selection process for approaching Ikigai this way: What does the world need? Be curious about what's selling now; what hard problems can be solved; what can't we do now that we might like to do in the future to create a better life? What can you get paid for? Lean into the concept of micro experiments; failing fast, failing cheap, and failing forward with minimally viable products (MVP) ideas and test them early on. Few people are smart enough to know what the market is willing to pay for, so test, put up your MVP and see what people will buy? The evidence of a paying customer is evidence of a market. What you are good at? After you have determined where the market is, and what people will pay for, determine your own skill sets of what you are good at, what others (beyond your mother) tells you that you are good at, and explore with great curiosity all your passions, capabilities, and skills to see what things you are good at could earn you either a hobby income or full-time income or business in the future. What do you love to do? When our avocation equals our vocation we are most happy. However, what if you find that what you are good at, or what the market will pay for, you don't love to do? Then perhaps ponder a way to lever what you like to do and are good at, and this can be joyful as well. For example, consider organizing others to work in the areas that you are good at, and this will give you more time and maximize your contribution to the world in what you are best. Importantly, we learn to love what we invest in; i.e., we care and nurture our children and we find we love them more; we spend more quality time actively listening to our spouse and we find more meaning and a better relationship; we invest in reading and we learn that we like to read, and it becomes a gateway to our future learning and growth. I am certainly open to challenge on the order of battle of these four questions, however as we coach our clients, getting them to think earlier like an entrepreneur, thinking about what the world needs and what people will pay for, will frequently lead to a higher opportunity for individuals seeking to find their own Ikigai. Starting with a basket of demanded needs that people will pay to have fulfilled, one can sort through the several opportunities and match their own skill sets and interests to have the highest potential to reach their Ikiagi sooner, with fewer crashes and burns on new product and service launches. Additional Ikigai concepts There were some salient thoughts that jumped out at me from my reading of the books and materials that I sourced to explore Ikigai. From Héctor García and Francesc Miralles, the happiest people that live the longest lives find three things... Something to do Something to love Something to hope for Another concept from Héctor García and Francesc Miralles' book I found intriguing was the concept of 'being anti-fragile.' Part of becoming anti-fragile is being resilient and not letting things that get you down, keep you down, and removing influences or activities that might deflect you from your highest pursuits. This has a familiarity with the writings of Positive Psychology and the work of Shirzad Chamine in Positive Intelligence (2012). Another concept from Héctor García and Francesc Miralles' book is the concept of flow... workflow, life flow, you at your best self, and preventing stoppage or resistance to your flow that might divert you from your highest path. This is a concept for further exploration in another thread of insight. Lastly, for me, a powerful takeaway line from the Héctor García and Francesc Miralles' book on Ikigai was this notion... of 'being fully present' in whatever you are doing. In coaching consider this powerful state of presence: "In the here and now, the only thing in my life is your life." That is beautiful, present, inspiring, and engaging in the active listening state of being fully present for our coaching clients. So all of this insight for me came from asking one question that I'll ask you now: 'please share with me a book you have read that moved you?' What was the first book that came to mind? Let me know here. Copyright © 2021 by Arete Coach LLC. All rights reserved.