Episode #1028: Severin Sorensen interviews musician and executive coach, David Highley PCC, on his journey from the world of music to a thriving career in executive coaching. Severin and David talk about ways in which David’s music career inspires his coaching today, the importance of “dancing in the moment,” the benefits of training, and the use of learned concepts and skills in coaching. Learn to “dance in the moment” during executive coaching sessions by tuning into this episode of the Arete Coach podcast. About David Highley David Highley is an executive and leadership coach out of San Diego, California. David has been an executive coach for ten years—coaching clients worldwide via Zoom. David started his journey to executive coaching through his career in music. David was a guitarist and musical professional for 32 years. From there, he began a career in the English Government and quickly climbed the corporate ladder. After realizing his success in the corporate world, and the world of music, David decided to pursue executive coaching. In 2012, David completed the University of San Diego’s leadership coaching program and became a Professional Certified Coach (PCC) through the International Coaching Federation (ICF). David has a passion for coaching executives and leaders of high impact, namely those who lead large organizations that focus on societal or environmental change. In his coaching practice he strives to incorporate unconditional positive regard and the practice of listening in the moment. Today, David continues his coaching career whilst playing and recording music in his free time. David has greatly impacted the lives of those he coaches and offers great insight to how the world of music can influence the practice of executive coaching. Watch the podcast Click here to listen to the podcast, or click below to view the podcast outline and transcript: Key highlights David’s journey to executive coaching Timestamp 01:39 David started his journey to executive coaching after graduating college and starting his music career. David’s father was a “musician by passion” and an engineer by trade. David shares that he thinks he carried his father’s frustration that he was not a musician by trade. Because of this, David entered the music industry after graduating college and felt that in order to make money, he had to stifle his creativity. He shares that the music he made the most money on was “very, very” repetitive and had a tendency to be the “same music all the time.” As a result, he left the music industry and moved to working for the English government. During his time with the English government, David quickly climbed the corporate ladder and was introduced to his own executive coach. Soon David decided that he wanted to take the skills he learned from the music industry, his background in psychology, his experience in the corporate world, and his education about executive coaching and pour it into a career path of executive coaching. Dancing in the moment Timestamp 12:15 Like his father, David tends to notice “process and design.” David relates this to how musicians play jazz. In jazz music, musicians have to be in the moment while understanding “harmonic structures, ideas, and concepts.” David shares that these ideas and concepts move to the back of the mind while the musician pays attention to the present music. “That’s exactly what you’re doing with the client” states David. When working with clients, David believes that, just like the jazz musician, “you are swapping out these concepts in the back of your mind…as you try and bring the right thoughts, feeling, or concept, or exercise to that moment.” Like the jazz musician, the executive coach can practice “dancing in the moment” with their client while integrating concepts and ideas they have received from their own training and experience. Genuine connections Timestamp 14:38 David has used social media to grow his coaching practice and has found that “going into these new relationships just with the intent of really getting to know someone, yields way better results than trying to come at them with some sales pitch.” David shares a story of how he met a business leader online who ended up connecting him to a government minister and environmental minister. David attributes the network he has made to genuine curiosity and friendliness. Severin relates to this and shares that during conferences he will meet other executive coaches and build his network through genuine discussions about panel discussions and speeches. In-person coaching versus virtual coaching Timestamp 20:58 David coaches clients all over the world through virtual coaching. In his experience, coaching through Zoom has offered increasing flexibility. However, Zoom also requires executive coaches to pay attention to all the details presented in the visible “window of a person.” David takes note of what is worn, the environment around his clients, how they lean forward or back in conversation, what they are saying, and how they are saying. Severin relates this to “a new version of management by walking around.” Instead of noticing the environment and mannerisms of a client in person, virtual coaches have to take special notice to the actions of their clients. David’s structure of coaching Timestamp 22:47 David describes his coaching as “putting this person’s business interests at the center of the coaching.” However, he shares that sometimes that has to be changed because other relationships or events “might be having a significant effect on who they are” or their business. He shares that approximately 80% of his coaching is business-focused while only 20% focuses on his clients’ personal lives. David coaches his clients for a minimum of 6 months and likes to treat it like a project. “We start with the end in mind and say, ‘let’s have 5 or 6 statements of purpose, which tell us what we’re trying to achieve.” He makes sure that his coaching is targeted and goal-oriented to ensure desired outcomes. Tension and release Timestamp 27:53 When discussing the potential metaphors from the music industry that can influence executive coaching, David shares “the idea of tension and release.” There are sections of music that are tense and sections that are relaxed. These sections and dynamics create a story line for the audience. In the same way, executive coaches challenge their clients—creating tension and a push to achieve greatness. Sometimes these tense moments are moments of silence and contemplation which build a client’s understanding of their goals and skills, ultimately pivoting them onto greater success. Unconditional positive regard Timestamp 30:42 When asked what he wishes he learned earlier on in his coaching career, David shares the concept of unconditional positive regard. He states that unconditional positive regard is having “to ask questions and to allow a little silence, and to try and hold back your own agenda with the absolute faith that your client has everything they need in order to get where they want to go.” Unconditional positive regard reminds David that his clients are capable of learning to solve their own challenges. Challenge Timestamp 33:48 As David and Severin discuss the importance of challenging clients to achieve their goals and better their business practice, David asks Severin for his experience and opinion on how “clients can sometimes be challenges to the coach…and how maybe younger coaches deal with that.” Severin relates to this statement and focuses on the “level of listening” that he had in his early years of coaching. Delivering value, quality of listening, and staying curious are main factors of coaching that Severin focuses on when evaluating his coaching. Severin shares a story of how he had developed a musical skill to the point of which he would have had to practice for hours a day before becoming any better. Executive coaches must practice in the same way. Severin states that “there comes a point where elementary things have to change, you have to learn new patterns. And if you’re not willing to do the work, it’s really hard.” Executive coaches must continually challenge themselves and focus on delivering value, listening, and staying curious. Identifying the goal Timestamp 40:39 When David starts his executive coaching sessions, he likes to do a quick exercise where he asks, “Now what do we need to have achieved by the end of this session?” In his coaching, David likes to get his clients “really clear on where they’re going, what their vision is, even if that’s only in an hour’s time.” Quality checks Timestamp 42:47 When faced with what he feels like could have been a failure, David always quality checks his coaching from his client. He does this by asking questions such as “How could we make this better?” or “How are we performing against your goals?” David shares that “it’s very easy to make coaching engagements extremely successful just by regularly checking in on the quality of the engagement.” Severin shares that he also does this sometimes during coaching session. This helps him and his client redirect if necessary. Training and accreditation Timestamp 47:58 When reflecting on how the executive coaching industry has changed, David encourages today’s executive coaches to get accreditation. It helps others identify the credibility of executive coaches and helps coaches further enhance their practice. For aspiring executive coaches, David recommends reading, training, and practicing. “You’re going to learn to be a coach by doing a course that’s over a period of many months that will allow you to fully integrate the concepts and for you to change as a person…” states David. Copyright © 2021 by Arete Coach LLC. All rights reserved.

In 2014, Harry Dent, an economic forecaster, wrote a powerful book called The Demographic Cliff that described how in the mid-20’s the US would experience a seismic demographic cliff of older generations retiring and fewer individuals from younger generations entering the workforce. Now in 2021, Ron Hetrick, et.al., picks up on this theme and describes how COVID-19 has exacerbated the demographic effects of the workplace, highlighting a projected growing problem for the American workforce, the Sansdemic: a lack of people in the workforce (Coffey, 2021). In a recent publication from Emsi, this new trend in today’s workforce has been called a “demographic drought” and affects business leaders’ hiring processes nationwide. What exactly is the Sansdemic and how was it caused? In this insight article, we clarify some of these questions and give insight into how business leaders might reevaluate some of their business strategies as a response. A wise man adapts himself to circumstances, as water shapes itself to the vessel that contains it. - Chinese Proverb What is the Sansdemic? The Sansdemic is defined by Emsi as a workforce with not enough people (Hetrick et al., 2021). They share that although there are over 7 million job openings and 19 million Americans who have filed for “jobless benefits,” the number of people seeking new employment has dropped to lows “unseen since the economic depression of the mid-1970s” (Hetrick et al., 2021). This drastic drop in the number of individuals looking for work has affected businesses nationwide. Small businesses and the Sansdemic Small businesses in particular are facing challenges when it comes to hiring new employees. One of the reasons these small businesses find it difficult to hire new employees is because over a third of unemployed workers are on temporary layoff, meaning that they have “been told they have a job to return to when the business can recall them” (Ho, 2020). Because these small businesses are not able to compete with the wages and benefits offered by large companies, many individuals on temporary layoffs plan on waiting for their previous employment to re-open. Large businesses and the Sansdemic Large multimillion-dollar businesses are facing hiring challenges as well. As many employees have successfully transitioned to work-from-home life, businesses that are requesting employees to return to the traditional workplace have been met with increasing resistance. Consider Allied Universal: a major security services company. They are struggling to hire 30,000 new employees. Because of this, during their employment interview processes they have decided to “typically not let anyone go without making an offer if they are qualified and interested” (Vasel, 2021). More recently, 700 airline flights were canceled revealing “growing concerns of crew shortages” (Fike, 2021) Our very survival depends on our ability to stay awake, to adjust to new ideas, to remain vigilant, and to face the challenge of change. - Martin Luther King Jr. Causes of the Sansdemic The Sansdemic is a complex challenge with multifaceted causes. All of the following causes are only pieces to a complex puzzle. Because there is no one single identified cause of the Sansdemic, we can conclude that each of these proposed causes interacts with the other proposed causes on this list. Labor force participation rate 1947-2012 and projected 2022 Baby boomers leaving the workforce The effect that the baby boomer generation had on the national workforce was great and still remains impactful today. Because baby boomers marketed themselves as being “in pursuit of opportunities,” employers were able “ to shop around for ready-made talent rather than develop it themselves” in a still-present “employer-friendly model of talent acquisition” (Hetrick et al., 2021). However, as the number of baby boomers in the workplace declines, employers must reconsider their hiring strategies in today’s new employee-friendly model of employment. Approximately 2 million baby boomers retire from the workforce every year. However, during the COVID-19 pandemic, 3 million baby boomers retired from the workforce due to the effects of COVID-19 (Coffey, 2021). These 3 million baby boomers who have retired due to the pandemic will need to be replaced in the workforce—however, the reduced number of individuals in today’s workforce do not provide these replacements. Women leaving the workforce Since the beginning of the COVID-19 pandemic in February 2020, over 2 million women have left the workforce. Many claims suggest this is due to the many childcare options being put on hold during the pandemic. This has drastically contributed to the Sansdemic faced by today’s employers (Coffey, 2021). The involvement of women in the workforce took place right alongside the growth of the baby boomer workforce and nearly doubled the size of the workforce (Hetrick et al., 2021). This loss of workforce participation greatly reduces the number of individuals seeking new employment. Furthermore, “Nicole Mason, president, and CEO of the Institute for Women's Policy Research said some of the jobs women lost during the pandemic are not coming back even when restrictions are lifted” (Silva & Miranda, 2021). “Jocelyn Frye, a senior fellow at the Center for American Progress” states that until childcare and schools can reopen “we're going to continue to see women continue falling out of the workforce and unemployment levels persist” (Silva & Miranda, 2021). Due to COVID-19 and its effects on childcare, many women have left the workplace and have unfortunately found themselves unable to return because of their former job’s dissipation or the “need to undergo new training” (Silva & Miranda, 2021). Furthermore, “Stephanie Aaronson, director of the economic studies program at the Brookings Institution” shares that women “might find out that the jobs that they're eligible for pay lower wages than their previous jobs and that will be discouraging… in that regard... women could just end up with sort of persistently lower labor force participation than what we saw prior to the recession” (Silva & Miranda, 2021). Fewer men participating in the workforce Another trend that is contributing to the Sansdemic is the declining number of men in the workforce (Coffey, 2021). Emsi outlines several reasons that men have been leaving the workforce. The first of these reasons is the large median boomer household net worth. “The median boomer household net worth is $1.2 million, a tidy sum that their children stand to inherit. For middle and upper-middle-class millennials especially, work may simply not be as attractive or as necessary a method of attaining their preferred lifestyle” states Emsi in their 2021 Article (Coffey, 2021). Because of this projected inheritance, many millennials are accepting alternative working positions such as part-time employment or managing their money so that they don’t have to return to the workplace. Secondly, the 2008 housing crisis pushed many men in “full-time construction and manufacturing jobs into part-time work within retail and service sectors” (Coffey, 2021). However, when the housing crisis ended, many of these men did not return to working full-time. Lastly, in 2015 during the opioid crisis “over 2 million prime-age individuals were absent from the labor force due to opioids” (Gitis, 2018). As the opioid crisis continues to revenge the American economy, it is unlikely that these declining trends will continue. Declining birth rate The replacement level fertility rate, or the rate at which children must be born for the population to replace “itself from one generation to the next,” is 2.1 children per woman (Craig, 1994 & Coffey,2021). Unfortunately, America’s population hasn’t reached the replacement level fertility rate since the 1970s (Coffey, 2021). This has also made the age distribution of America unideal, meaning there are more middle-aged people than young people who could replace them in the workforce. As birth rates decline and the inability to maintain the current population numbers decreases, the workforce is left with unmet needs and unfilled positions (Coffey, 2021). US birth rates (births per 1,000 population) “The greatest danger in times of turbulence is not the turbulence – it is to act with yesterday’s logic.” - Peter Drucker How will the Sansdemic affect the Nation? Emsi summarizes the effects of the Sansdemic on the nation when they state: “The coming Sansdemic is more than a challenge for HR directors or CEOs. It will affect the quality of life for everyone. When a shipping company is short thousands of truck drivers, it means packages arrive late and essential goods go missing from grocery store shelves. When hospitals can’t find enough nurses, life-saving treatments are delayed, and short-staffed, sleep-deprived medical teams make critical mistakes. When corporations can’t fill high-tech security roles, people are left vulnerable to data breaches and cyber-attacks. Fewer people also means fewer new ideas. Fewer students. Fewer people in research and innovation. Fewer skills in the job market. Fewer employees. Fewer products and fewer goods. Fewer opportunities for growth. As a result, the standard of living will stagnate or decline” (Coffey, 2021). As this trend continues in the workplace and jobs remain unfulfilled, needs will continue to be unmet and shortages will continue to increase for American society. How employers should respond With these grim statistics in mind, how should employers respond? Should business leaders change their hiring practices and reevaluate how they motivate their employees? The employee perspective The COVID-19 pandemic has given employees nationwide a new perspective on their work and home-life balance. As many knowledge workers transitioned to working from home, they have found that they can remain just as productive and enjoy the flexibility working from home provides. Many women who transitioned to working from home as a result of the COVID-19 pandemic, are preferring to work from home permanently. A Washington Post 2021 article outlines several reasons mothers are enjoying the benefits of working from home. These benefits include being present for family meals, being able to manage housework better, having more time with children, and having deeper connections with their children (McCarthy, 2021). These benefits apply to fathers in the now remote workforce as well. Otherwise, employees who are not parents, are enjoying the additional freedom of mobility that is offered by remote work. A new lifestyle trend called digital nomadism has risen where remote workers occasionally relocate and travel whilst being employed. When not working, these individuals are visiting new areas and sightseeing where social distancing regulations permit (Sorensen, 2021). For more information on digital nomadism, read Arete Coach’s Insight article on the topic by clicking here. All of these new opportunities for remote employees have a common thread: a new perspective on work-life balance. Employees are now looking for employment that enables them to meet their own personal and career goals. A Harvard Business Review article shares three things that employees are looking for when seeking new employment: flexibility, outcome-focused productivity measurement, and diverse teams (Minahan, 2021). Employees are no longer marketing themselves like the baby boomer generation. Instead, employees are establishing their needs and desires and then looking for companies that fulfill these needs. “Change is the law of life and those who look only to the past or present are certain to miss the future.” – John F. Kennedy The employer’s response Today’s employers are facing the challenges of a declining workforce population, the changes in employee demands, and the challenges of the COVID-19 pandemic. However, employers who acknowledge these changes and respond accordingly can achieve great success. Focus on the needs of the workforce As the baby boomer workforce steadily decreases and the next generation of employees rises, employers must be aware of the changing perspective. The hiring sector is no longer in the employer’s favor. Employers must convince today’s workforce that their company provides a better experience than any competitor. Colleen Garrett, SHRM-CP, a recruiter at a retirement community summarizes this need when he shares that “naturally, recruiters are people-centric… 2020 wasn't just hard because of the pandemic, but also because of the economic fallout and all the people who are jobless or displaced in their career. It is our duty to go the extra mile, to understand their struggle and what their needs are…” (Maurer, 2021). Embracing flexibility Today’s workforce desires the flexibility that working from home affords them. Because of this, employers should assess how much flexibility they can offer in their positions and if traditionally in-person employment needs to remain that way. Each job within an organization has its unique role and purpose. However, reevaluating these positions and their requirements so that they are aligned with current technological advances can increase employers’ ability to be flexible and increase job desirability for new employees. Reevaluate benefits and wages Because of the overwhelming amount of jobs available, today’s workforce has the ability to look for the jobs with the best financial outcomes for them. This increased competition for new employees should encourage employers to reevaluate the benefits and wages they offer. Many companies are offering increased wages and sign-on bonuses for new employees (Gabrielle, 2021). Celebrate diversity Several companies are revamping their diversity programs. One of these companies is General Motors. One employee from General Motors states that “the leadership at General Motors both locally and company-wide are very progressive, supportive, and proactive. Benefits are great and the company is true to their values in every way” (Fluker, 2021). Today’s workforce has become increasingly concerned with the diversity of their employment and rightfully so. One method of hiring that discourages diversity is called pattern matching. This method of thinking can damage organizations’ innovation and financial performance, ultimately negatively affecting their employees. For more information on pattern matching and diversity, see Arete Coach’s insight by clicking here (Sorensen, 2021). The executive coach’s response As the Sansdemic grows, executive coaches should be aware of how it affects business leaders nationwide. Having an understanding of how it is affecting business leaders can help executive coaches work with their clients to develop personalized plans for greater success. Understanding the opportunities that business leaders have to change their hiring processes in response to the Sansdemic also allows executive coaches to encourage their clients to make corrective, and not reactive, decisions for their company’s well being. The main takeaway The modern workforce is changing. The employer now has to compete for employees instead of the former competition for employment within the workforce itself. Employers must now change their hiring strategies and reevaluate their former methods of recruitment to best suit the needs of today’s workforce. Successful business leaders must address these challenges and make the necessary changes to their hiring practices—otherwise, the workforce will continue to select jobs that better suit their needs for flexibility, diversity, and new performance measures. People will try to tell you that all the great opportunities have been snapped up. In reality, the world changes every second, blowing new opportunities in all directions, including yours. - Ken Hakuta References Coffey, C. (2021, May 4). The Demographic Drought. Retrieved from https://www.economicmodeling.com/2021/05/04/demographic-drought/ Craig J. (1994). Replacement level fertility and future population growth. Population trends, (78), 20–22. Fike, M. (2021, August 04). Canceled flights strand thousands. Retrieved from https://www.linkedin.com/news/story/canceled-flights-strand-thousands-5105284/ Fluker, D. (2021, May 8). 12 Companies Ramping Up Their Diversity & Inclusion Efforts - and How You Can Too. Retrieved from https://www.glassdoor.com/employers/blog/inspiration-for-ramping-up-diversity-inclusion-efforts/ Gabrielle, N. (2021, July 03). These 8 Companies Are Increasing Wages to Attract More Employees. Retrieved from https://www.fool.com/the-ascent/banks/articles/these-8-companies-are-increasing-wages-to-attract-more-employees/ Gitis, B. (2018, September 12). State-by-State: The Labor Force and Economic Effects of the Opioid Crisis. Retrieved from https://www.americanactionforum.org/project/opioid-state-summary/ Hetrick, R., Grieser, H., Sentz, R., Coffey, C., & Burrow, G. (2021). The Demographic Drought. Retrieved from https://www.economicmodeling.com/2021/05/04/demographic-drought/ Ho, J. (2020, October 9). Small businesses struggle with hiring, despite high unemployment. Retrieved from https://www.marketplace.org/2020/10/09/small-businesses-having-hard-time-hiring-despite-high-unemployment/ Maurer, R. (2021, February 11). 2021 Recruiting Trends Shaped by the Pandemic. Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/2021-recruiting-trends-shaped-by-covid-19.aspx McCarthy, E. (2021, April 19). The pandemic gave parents the chance to work from home. Now they don't want to give it up. Retrieved from https://www.washingtonpost.com/lifestyle/2021/04/19/work-from-home-parents-remote-flexibility/ Minahan, T. (2021, May 31). What Your Future Employees Want Most. Retrieved from https://hbr.org/2021/05/what-your-future-employees-want-most Serres, N. (2021, June 17). Council Post: Six Tips To Overcome The 2021 Hiring Struggle. Retrieved from https://www.forbes.com/sites/forbeshumanresourcescouncil/2021/06/17/six-tips-to-overcome-the-2021-hiring-struggle/?sh=1640043f3c5b Silva, D., & Miranda, L. (2021, February 08). About 275,000 women left workforce in January in 'critical' pandemic trend, experts say. Retrieved from https://www.nbcnews.com/news/us-news/about-275-000-women-left-workforce-january-critical-pandemic-trend-n1256942 Sorensen, S. (2021, July 23). Confronting Pattern Recognition and Embracing Diversity. Retrieved from https://www.aretecoach.io/post/confronting-pattern-recognition-and-embracing-diversity Sorensen, S. (2021, July 08). Digital Nomadism's Impact on Returning to Work Post-Pandemic. Retrieved from https://www.aretecoach.io/post/digital-nomadism-s-impact-on-returning-to-work-post-pandemic Vasel, K. (2021, May 19). This company wants to hire 35,000 people. But finding workers won't be easy. Retrieved from https://www.cnn.com/2021/05/19/success/allied-universal-hiring-35000-jobs/index.html Copyright © 2021 by Arete Coach LLC. All rights reserved.

Episode #1029: Get a unique perspective on the coach’s mindset in a conversation with Alan Weinstein, an executive coach, professor of entrepreneurship and management, author, and Vistage Chair of 30 years. In this interview, we discuss entrepreneurial experiences, leading clients through different stages of their careers, embracing passion for change, unique challenges faced by family-owned businesses, and more. About Alan Weinstein Alan Weinstein is an executive coach, professor of entrepreneurship and management, author, and Vistage Chair of 30 years. Alan received his PhD in industrial psychology from Wayne State University and has held professorships at Carnegie Mellon, Oakland University, and Canisius College in New York. At Canisius College, Alan chaired the Management & Marketing Department and founded the Center for Entrepreneurship and the Institute for Family Business and Entrepreneurs on campus. He has served on the Board of Directors for Perry Ice Cream, Lasertron, Stride Tool, and Ciminelli Development. In 1992, Alan started his first Vistage group and currently continues his coaching practice today as a Chair for the Vistage Key and Emerging Leaders Groups. Alan was a co-writer for a business column in Buffalo with Jim Cipriani. In 2013, he published a book, “Executive Coaching and the Process of Change.” And in 2018, he co-authored a book titled “Unleashing Human Energy Through Cultural Change.” Alan has been awarded Entrepreneur of the Year, Price Babson’s Edwin A. Appel Award, and The Donald Calvert Outstanding Professor by MBA students. Watch the podcast Click here to listen to the podcast, or click below to view the podcast outline and transcript: Key highlights Unique needs of entrepreneurs Timestamp 05:34 Alan shares that one of the most common things he faces when working with entrepreneurs is that they “try to do everything.” Alan shares that they are in a season called the “survival process” which has needs that are very different from businesses who are already established and just trying to grow. However, Alan shares that just like established businesses, “the entrepreneur needs to work…on the business, not just in the business.” Unique needs of family businesses Timestamp 06:58 In Alan’s experience working with family businesses, he has noticed that they “have an additional challenge” because they need to “balance the emotional side of the family with the rational side of the business.” In working with these companies, he notes the difficulty in working with family members who hold leadership positions, and those who do not yet still feel they have ownership. Sometimes family members want different things for the business, which tends to become a source of conflict. Alan walks his clients through these different challenges and stages throughout their time with him. Alan’s journey to executive coaching Timestamp 08:32 Alan shares that his journey to executive coaching began with a role model from his undergraduate studies. Through this mentor’s influence, Alan gained his PhD and became increasingly passionate about teaching, research, and working in the community. Alan used this passion to maintain a consulting practice and start the Center for Entrepreneurship in 1990. Soon, Alan was introduced to Vistage and began to balance teaching, research, and publication. Balancing these themes in his career allows Alan to invest in his passion of applying what he has learned while also watching his audience apply his learnings as well. Going through stages Timestamp 20:02 Alan has had Vistage members that have maintained membership since his first year as an executive coach. When asked how he maintains that relationship between him and his clients, Alan shares that he goes “through stages” with his clients. Alan shares a story of how a Vistage member who—through various stages of coaching—made his business $40M this year, compared to $250K the year prior. Alan shares that “we keep going through different stages of adding better and better people” and that “there’s always issues as you grow.” Vistage group retreats Timestamp 23:38 Severin asked Alan if he does retreats with his groups and Alan shares that he has been “doing retreats from year one.” In his retreats, Alan has his group members focus on “unwinding and really enjoying each other.” He shares that he is using less speakers and is focusing more on bonding between his group members. Severin relates to the importance of retreats and states that retreats are “like glue.” Alan agrees and shares that by having group members communicate with each other on major issues, they’re able to have “more time to relate and to work on issues.” The story of Lasertron Timestamp 27:59 Alan started the “largest and the highest quality producer of laser tag equipment in the country” with a former student called Lasertron. After a student came to him with an idea, he encouraged the student to start an independent study. The student asked Alan “how do I go about starting the business?” In response, Alan shared that he would like to help build the company with minority interest. Alan and his co-founder walked through the process of leasing and building buildings, creating new technology, gaining investors, and growing the company. Through several obstacles Alan and his co-founder were able to start one of the most popular birthday venues of Buffalo. Doing this helped Alan be more empathetic to the entrepreneurial experience. “Executive Coaching and the Process of Change” Timestamp 38:54 After retiring from full-time teaching, Alan wrote a book titled “Executive Coaching and the Process of Change.” In this book, Alan shares that he was trying to pull his experience as a “Vistage Chair and as a coach of entrepreneurs.” When researching how he could contribute to research in the field, he found that there has been little discussion on the aspect of “change” in executive coaching. In his book, he shares several methodologies that support change in the client and coachee relationship. From this book, he has been introduced to many large corporations and asked to coach their executives. The coach’s mindset Timestamp 42:25 When asked about what lessons Alan wishes he had learned earlier on, Alan shares that he has learned “it’s not about me and how I coach, it’s about them and how they change.” Alan has used this learning to stay focused on his clients lives and go where they lead. With the mentality of “I’m here to help,” Alan focuses on helping his clients handle the challenges that they are currently facing. The importance of a healthy culture Timestamp 50:00 Alan is working on co-authoring his third book. This book has the mantra of “healthy culture, healthy business.” The book has been developed based on interviews conducted with 21 companies that have “healthy cultures and [a] healthy business” as well as other published research articles. Each chapter of his book will cover different business topics and how a positive work culture can help develop a business further. Copyright © 2021 by Arete Coach LLC. All rights reserved.

According to a report by Headspace in 2021, “work stress has become one of the top 3 concerns in 2021 for all people.” Although the stress caused by COVID-19 has been steadily decreasing, in general, people are still highly stressed about their “work-life balance” and careers (Headspace, 2021). How can CEOs and executives manage this stress? How should executive coaches guide their clients toward stress management strategies? Continue reading to find out. “Stress and worry, they solve nothing. What they do is block creativity…” - Susan L. Taylor Why stress management matters The effects of stress have been thoroughly studied by psychologists and physiologists alike. While stress can be beneficial for task completion, undue, unrelenting, and extreme stress can be harmful to the mind, body, and relationships of an individual. All of these negative effects influence the stressed individual’s career, home-life, and wellbeing as a whole. Effects of stress on the mind Researchers state that “there is evidence that stressful life events are causal for the onset of depression” and “anxiety disorders” (Schneiderman et al., 2005). Periods of extreme stress have also been linked to “less activity in the parts of their brain that handle higher-order tasks” such as complex thought and information processing (Harvard Health, 2021). The Mayo Clinic has also outlined some of the common effects of stress. These effects include: restlessness, lack of motivation or focus, feeling overwhelmed, irritability or anger, and sadness or depression (Mayo, 2021). Effects of stress on the body Research has also shown that high levels of stress are often associated with “increases in smoking, substance use, accidents, sleep problems, and eating disorders” (Schneiderman et al., 2005). Instead of confronting and resolving sources of stress when they arise, many individuals choose various coping strategies. These strategies can be harmful to the body if used extensively. Furthermore, stress in and of itself can also cause harm to the body. The Anxiety and Depression Association of America (ADAA) states that “stress… may cause sleeping problems.” These sleeping problems have compounding ramifications on an individual’s health. If a chronic sleeping disorder is developed over time, individuals are at a higher “risk for heart disease, heart failure, irregular heartbeat, heart attack, high blood pressure, stroke, diabetes, and obesity.” The American Psychological Association has also stated that “constant stress experienced over a prolonged period of time, can contribute to long-term problems for heart and blood vessels”, effect “digestion and what nutrients the intestines absorb” and “make pain, bloating, nausea and other stomach discomfort felt more easily” (APA, 2018). These effects are only a handful of the varying negative effects of stress on the body. Effects of stress on relationships Not only does stress affect the body and mind, but it also affects the relationships of those experiencing stress. As stated previously, the effects that stress can have on the mind such as “irritability or anger” can negatively affect relationships (Mayo, 2021). Researchers state that in personal relationships such as marital or other romantic relationships, “stress can lead to negative interactions between partners and ultimately decrease relationship functioning” (Lau et al., 2018). Amie Gordon Ph.D. states that “stress also brings out people’s worst traits” and can have negative effects on the relationships an individual has with others. “Stress also makes people more irritable and hostile, which increases the likelihood of fighting. When fighting, stress may make people less able to listen or show interest and empathy” (Gordon, 2017). The negative effects that stress has on both the body and mind, spill over into the relationships of a stressed individual’s life. “With more and more stress from work, at times I really do hope to have someone I can lean upon.” - Song Hye-kyo How executive coaches can help In a 2018 study, 51.3% of surveyed executive coaches reported having high levels of stress. In a 2020 study that related to the amount of stress C-suite executives have faced during the COVID-19 pandemic, 53% have “have struggled with mental health issues in the workplace” which are often associated with stress (Savanta, 2020). This increase in stress levels is paramount for executive coaches to understand. If an executive coach has 10 clients, they can expect that 5 of these C-suite leaders will be experiencing high levels of stress and the negative effects of stress in their life. Executive coaches who understand the potential effects of stress can then proceed to help their clients identify where stress is influencing their daily life. By helping executive coaches identify the effects of stress, executive coaches can guide their clients to the appropriate resources to start resolving their stress. This increases their well-being by decreasing the negative effects of stress on their mind, body, and relationships. “It’s not the load that breaks you down, it’s the way you carry it.” - Lou Holtz Ways to manage stress It is important to note that executive coaches do not offer advice on psychological or medical issues and that referrals to qualified professionals should be made when necessary. However, in between referrals there are some practical ways to manage the stress that have been recommended by health professionals. Exercise According to the Mayo Clinic, one of the ways individuals can manage stress and combat its negative effects is by “getting regular physical activity” (2021). This physical activity can be as simple as a walk or intensive like a regimented workout. The North Dakota State University states that “walking promotes the release of brain chemicals called endorphins that stimulate relaxation and improve our mood” and reduce stress (Garden-Robinson, 2011). Humor Believe it or not, the Mayo Clinic recommends “keeping a sense of humor” to relieve the effects of stress. In a 2016 research article, laughter was found to “have serious positive physiological effects for those who engage in it on a regular basis” (Louie et al., 2016). Having moments of humor throughout the day and noticing the funny moments throughout life, have been linked to reduced stress thus decreasing the negative effects that stress has on individuals. Community Community is vital for stress reduction. The Mayo clinical states that “spending time with family and friends” can help individuals manage stress (2021). In a study of the effects of hospital workers’ friendships on job stress, it was found that nurses who had “long-term friendships” and “strong connections reported lower levels of stress” (Shin & Lee, 2016). Having friends both in the workplace and outside the workplace can help executives and CEOs alike better manage their stress. Journaling “Writing down your thoughts and feelings can be a good release for otherwise pent-up emotions” (Mayo, 2021). For individuals who are stressed by multiple things or events, it can be helpful to write down these stressors along with the thoughts associated with them. Research shows that when medical students who experience more stress than the average population, participated in “visual journaling” there was a general reduction in felt stress and anxiety (Mercer et al., 2010). Mindfulness By practicing mindfulness, individuals can become more aware of what is causing them stress, and start the process of resolving their stress. Clinical mindfulness-based stress reduction interventions have been shown to reduce stress in medical professionals (Shapiro et al., 2005). Mindfulness also has many other benefits as discussed in Ozzie Gontang’s article, “Mindfulness and the Mindful Coach.” Questions that analyze stress Some questions that executive coaches can use to gain insight to the levels of stress in their clients include the following: On an average day, how stressed are you on a scale of 1 to 10? How well are you sleeping? How often do you spend time with friends? Do you feel like stress is reducing your quality of life? What steps do you think you should take today to reduce stress? Remember that executive coaches must recognize that there are times when referrals need to be made to mental health and physical health professionals. For more information on when to refer clients, tune in to episode 1027 of the Arete Coach podcast. Main takeaways Stress has many negative effects on executives and CEOs today. Under high-stress situations, the body, mind, and relationships that surround an individual are all affected. Since over half of C-Suite level business leaders reported that they experience high levels of stress, it is important that executive coaches understand how stress is affecting their CEOs and executives (Savanta, 2020). By understanding how to relieve stress, executive coaches can inform their clients about ways to relieve stress which can increase their overall wellbeing. “In times of stress, the best thing we can do for each other is to listen with our ears and our hearts and to be assured that our questions are just as important as our answers.” - Fred Rogers Resources ADAA. (n.d.). Sleep Disorders. Retrieved from https://adaa.org/understanding-anxiety/related-illnesses/sleep-disorders APA. (2018, November 1). Stress effects on the body. Retrieved from https://www.apa.org/topics/stress/body Ganesh, R., Mahapatra, S., Fuehrer, D. L., Folkert, L. J., Jack, W. A., Jenkins, S. M., . . . Sood, A. (2018). The Stressed Executive: Sources and Predictors of Stress Among Participants in an Executive Health Program. Global Advances in Health and Medicine, 7. doi:10.1177/2164956118806150 Garden-Robinson, J. (2011, August 8). Walking Can Help Relieve Stress. Retrieved from https://www.ag.ndsu.edu/news/newsreleases/2011/aug-8-2011/walking-can-help-relieve-stress/ Gordon, A. (2017, September 29). Is Stress Killing Your Relationship? Why You're Not Alone. Retrieved from https://www.psychologytoday.com/us/blog/between-you-and-me/201709/is-stress-killing-your-relationship-why-youre-not-alone Harvard Health. (2021, February 15). Protect your brain from stress. Retrieved from https://www.health.harvard.edu/mind-and-mood/protect-your-brain-from-stress Lau, K. K., Randall, A. K., Duran, N. D., & Tao, C. (2019). Examining the Effects of Couples’ Real-Time Stress and Coping Processes on Interaction Quality: Language Use as a Mediator. Frontiers in Psychology, 9. doi:10.3389/fpsyg.2018.02598 Louie, D., Brook, K., & Frates, E. (2016). The Laughter Prescription. American Journal of Lifestyle Medicine, 10(4), 262-267. doi:10.1177/1559827614550279 Mayo Clinic. (2021, March 24). How stress affects your body and behavior. Retrieved from https://www.mayoclinic.org/healthy-lifestyle/stress-management/in-depth/stress-symptoms/art-20050987 Mercer, A., Warson, E., & Zhao, J. (2010). Visual journaling: An intervention to influence stress, anxiety and affect levels in medical students. The Arts in Psychotherapy, 37(2), 143-148. doi:10.1016/j.aip.2009.12.003 Savanta. (2020). Global Study: C-Suite Execs Experienced More Mental Health Challenges Than Their Employees in Wake of Global Pandemic. Retrieved from https://www.oracle.com/emea/news/announcement/c-suite-execs-experienced-mental-health-challenges-2021-02-03.html Schneiderman, N., & Ironson, G. (2005). STRESS AND HEALTH: Psychological, Behavioral, and Biological Determinants. Annual Reviews Clinical Psychology. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2568977/ Shapiro, S. L., Astin, J. A., Bishop, S. R., & Cordova, M. (2005). Mindfulness-Based Stress Reduction for Health Care Professionals: Results From a Randomized Trial. International Journal of Stress Management, 12(2), 164-176. doi:10.1037/1072-5245.12.2.164 Shin, S. Y., & Lee, S. G. (2016). Effects of Hospital Workers’ Friendship Networks on Job Stress. Plos One, 11(2). doi:10.1371/journal.pone.0149428 Copyright © 2021 by Arete Coach LLC. All rights reserved.

Episode #1030: What do Tarzan and executives have in common? Join a conversation with Jeannette Hobson, an executive coach, Vistage Chair of 26 years, and recipient of the 2008 Don Cope Award, to find out! During this episode, additional insights into the impact of storytelling, the importance of change, the need for clarity, and the ripple effect today's decisions have on your tomorrow are shared. About Jeannette Hobson Jeannette Hobson is an executive coach and Vistage Chair of 26 years, recipient of the 2008 Don Cope Award, and was Senior Vice President for a Vistage Eastern Division from 2010 to 2012. Jeannette is a Certified Management Consultant (CMC) and has ample experience in the investment and wealth management industry from her early career at the Bank of New York. She holds a master’s degree in Business Policy from Columbia Business School and is a high-impact leader in the academic world through her position as an instructor at the Thayer Institute. She views the world around her as something that she can improve and make “run better” by improving business leaders’ clarity and purpose. Jeannette lives out this mission statement in her coaching practice and position at the Thayer Institute. Jeannette has influenced countless business leaders with her coaching and instruction throughout her high-impact and fruitful career. Watch the podcast Click here to listen to the podcast, or click below to view the podcast outline and transcript: Key highlights Accidental discoveries and great journeys Timestamp 03:13 Throughout her career, Jeannette has remained opportunistic, taking each opportunity that came her way for all it was worth; making it propel her to further success. When asked how she came to her “life passion” of executive coaching, Jeannette shares that she is “an accidental coach.” She explains by sharing that her journey to executive coaching was because of several “elements” and experiences that she faced in her “environment.” Jeannette entered the banking industry in New York at the beginning of her career. As the “industry was changing” and the bank that she worked for grew, Jeannette chose to grow with these changes. She stayed in the banking, investment management, and wealth management industry for 20 years, developing her skills all the while. This journey in the banking industry has aided her coaching career today giving her the professional skills needed to succeed today. Form and function Timestamp 08:56 Jeannette holds a certification in Designing Organizations for Creativity and Innovation. Jeannette shares that she was part of a Vistage and Stanford University Graduate School of Business partnership that sought to create “a one-year program around leading innovation.” “It’s all about how to think and how to bring innovation into your business and how to lead that as the CEO,” states Jeannette. She is currently 1 of 15 Vistage Chairs who facilitate the program. She facilitates discussion on Stanford University’s provided curriculum, helping people apply their learnings to their businesses. In the course of her time as a facilitator of this program, Jeannette has developed her strategic thinking abilities and “ask[s] far better questions; more focused strategic questions.” Because of this, she is better able to help CEOs align their strategy with their thought processes. Jeannette shares that in her early coaching practice she focused on how “form follows function''—a mantra that has been developed during her career. She states that “this course has really enabled me to understand that form follows function. So, whenever there’s a shift, we have to go back and look at the form, the organizational structure to make sure that it can in fact accommodate that shift.” She carries this knowledge into her executive coaching practice today with success and skill. All about Lee Thayer Timestamp 13:36 With her experience at Lee Thayer Institute, Jeannette offers valuable insight to who Lee Thayer was and the purpose of the Thayer Institute. Jeannette shares that Lee Thayer “was one of the greatest contemporary thinkers on leadership…” He had a desire to make his teachings formalized and carried forward into future generations. Because of this, Lee created the Thayer Institute with rigorous curriculum and skilled teachings. In her experiences with Lee Thayer and his institute, Jeannette shares that she has “learned to think about leadership,” “the importance of curiosity,” and “that reality is not universal.” She learned that leaders must be irrationally passionate about their business. Jeannette states that “the only way you’ll get other people excited and engaged about following you is if you are irrational about what it is you’re trying to do… It’s got to really excite people and excite their vision and their energy.” Positive intelligence Timestamp 24:35 Jeannette considers positive intelligence as an essential component of mindfulness. She shares that “there is no reason not to do the little 2-minute exercises” that are readily available through modern technology. Severin shares that he has seen people have great amounts of change in 6 weeks’ time. He recommends that executive coaches and Vistage Chairs who want to incorporate positive intelligence training into their practice, should replace one month of one-to-ones with the training program. Severin states that each time he has done this, “it has generated so many ideas of multiple companies” wanting to apply positive intelligence to their entire organization. Choosing careers that develop Timestamp 28:21 When asked how Jeannette has navigated the corporate world, Jeannette accredits much of her skills to her career with the Bank of New York. She shares that she was able to develop her skills and present ideas to the company because of the strong corporate culture in the organization. Jeannette was able to start “little businesses within the bank” and impact the functioning of the bank with the support of the company and her ideas. Severin comments on her learnings and experience with the Bank of New York and shares his perspective on career selection. He shares that when speaking to individuals who are in the early phases of their career, that many of them seek out the opportunities that will give them the most money. In response, Severin reminds these individuals that it is important to select job opportunities “where you can develop and grow.” Curiosity and clarity Timestamp 33:09 When discussing her “why”, Jeannette states that she believes she exists “to make the world run better.” To do this, she helps other people “clarify” and “achieve their purpose.” She uses this desire to bring her executives clarity in her coaching practice today. Severin responds by asking how she remains in a curious “state of not knowing” with her coaching practice. Jeannette shares that she has always been a curious child and that curiosity is a part of her personality. A forward focus Timestamp 35:05 After being asked about her “best day ever” as an executive coach, Jeannette shares that she chooses to focus on the future instead of the past and present. Because of this perspective, she explains that it is hard for her to reflect back on her “best day ever” as an executive coach in the past. However, she does share that the moments that give her “great joy” are those moments when a client shares that they used a previous conversation from their coaching sessions to make a change in their career. Jeannette embraces this forward focus because one of her “principles is to understand unintended consequences.” She explains this by outlining how when an individual’s decision affects their future, it is important to think about these consequences. Jeannette states that “when people do certain things, there’s a path that tends to follow” and that her job as an executive coach is to “identify that path and make sure that’s the path” her clients intended. Metaphors and stories of meaning Timestamp 38:38 Instead of quotes in her coaching practice, Jeannette prefers the use of metaphors and images because she sees people as storytellers. She shares an example of using a metaphor to encourage an executive to move forward in their business. In her example, she uses the metaphor of Tarzan traveling through the jungle by swinging on vines. In this example, she explains that Tarzan had to first let go of the previous vine before grabbing the new vine. Jeannette relates this to the need for executives to let go of old ideas or behaviors in order to take hold of new opportunities. Managing groups and prospective clients Timestamp 42:43 Before taking on a new client Jeannette ensures that the prospective client is a lifelong learner. Secondly, she examines how the individual will “embrace the idea that they are going to be told things that they don’t want to hear.” To do this, she will “purposely plant things that are maybe a little bit different than what it would appear their direction.” She then analyzes how curious they are about these different strategies and goals she proposes. Doing this also shows Jeannette how open and willing to be vulnerable they are. Lastly, she analyzes how well they can work within a group by finding out what other group activities they have participated in. Severin shares that when managing groups, specific groups will sometimes be noted as “high-performing.” Because of this, others will want to be in the group, but won’t have complimentary skills. Jeannette and Severin then discuss the importance of diversity in peer groups and how they bring in different perspectives and ideas. Ethics and a generational impact Timestamp 46:11 When asked how she will “measure” her life, Jeannette shares that following her own “standard of ethical behavior” is very important to her. She also shares that she will measure her life by how many times something she has discussed with a client is passed along into future generations. Jeannette states that “the measure of your life is how you are remembered by future generations." Severin relates to Jeannette’s statement by sharing a quote from Euripides which explains the generational effects of experience and knowledge and the importance of legacy. Copyright © 2021 by Arete Coach LLC. All rights reserved.

Episode #1031: Severin Sorensen interviews Carol Steinberg, a Master Chair, Vistage Chair of six years, two-time Vistage Star Award recipient and marketing expert, on her wealth of knowledge in marketing and executive coaching. Severin and Carol review the importance of customer-centricity and flexibility, and discuss how Entrepreneurial Operating Systems (EOS) and the Predictive Index can help today’s business leaders achieve greatness. Gain valuable insight on the importance of client-centered coaching and how to use social media to generate referrals in this episode of the Arete Coach Podcast. About Carol Steinberg Carol Steinberg is a Master Chair and Vistage Chair of six years. She has an MBA from the Fox School of Business at Temple University and hosts 6 Vistage peer groups. Carol is a two-time recipient of the Vistage Star Award (2013, 2020), and has received excellence awards more recently in 2018 and 2019. Carol was the Chief Operating Officer of ShopHQ, the third largest home shopping retailer in the US, and has ample experience in the marketing industry through her positions at David’s Bridal and QVC. In 2015, Carol became a Certified Digital Prophet, where she provides e-commerce consulting and advisory services. Carol’s success in the marketing and management industry as well as her success as an executive coach make her a great source of knowledge on how others can enhance their executive coaching business. Watch the podcast Click here to listen to the podcast, or click below to view the podcast outline and transcript: Key highlights The customer is king Timestamp 03:18 Carol’s experience at QVC and David’s Bridal gave her a great amount of marketing knowledge and expertise. When discussing what she has learned during her experience, she shares that it is vitally important to learn to listen. Carol states that it is very important for coaches to “listen to really what people are saying.” Severin responds by asking if the customer is king and Carol agrees. Carol shares that coaches need to think of their business “in terms of the customer and everything that the customer is thinking, considering, doing” and “feeling.” Carol sees every one of her members and clients as a customer that needs her flexibility and empathy. How Carol uses social media Timestamp 06:52 In Carol’s executive coaching practice, she focuses on what tools her audience was already using. She uses LinkedIn primarily to build her online presence and encourage referrals. For her LinkedIn account, she takes pictures of her meetings and collects testimonials. She wants others “to feel comfortable” and like “they can approach” her. She doesn’t post her own awards or accolades, but instead posts her peers achievements to reinforce her network credibility. A love for business transferred to Vistage Timestamp 10:28 Carol has been in the corporate world for over 30 years. She loves the corporate business industry. After experiencing an activist takeover at a publicly traded company, she noticed an Ad for Vistage. She soon realized that Vistage gave her the opportunity to stay “involved in business and to work with business owners.” From this point onward, Carol's passion for executive coaching through Vistage thrived and she launched her own groups as well as her emerging leader groups. The Predictive Index Timestamp 15:51 Severin asks Carol to further explain what the Predictive Index is and how she uses it. Carol explains that the Predictive Index is a psychometric tool like DISC or Myers Briggs. She uses it in her executive coaching practice to help her CEOs and business leaders attain greater alignment in their hiring and business functions. She also uses it to create action plans and frameworks that are structured around the way people are “wired to work.” Carol’s experience with EOS Timestamp 19:57 As Carol incorporates Entrepreneurial Operating Systems (EOS) within her executive coaching practice, she has found that the framework helps clients break down big goals into “manageable chunks.” Using the EOS 90 quarterly breakdown, instead of the traditional yearly or 6-month strategy plans, has helped her clients better achieve their goals. Assuming innocence Timestamp 26:27 Carol shares that she is “constantly using quotes” in her coaching practice. At every meeting, she has a handout with a leader and a quote from that leader. Two quotes that have been especially impactful in her coaching practice are, “What kind of shadow are you casting?” and “assume innocence.” Carol reminds her clients that they have people who look up to them and make judgements based on their actions. She also reminds them that it is important to “assume innocence.” She uses an example of receiving an email. Sometimes business leaders can read emails with a negative tone when the sender was trying to communicate in a positive way. Carol states that “it’s really pretty interesting how you can think somebody is doing something for whatever reason and it can be totally, totally different from anything that’s in your mind.” Severin relates to her statement and shares a quote about how leaders must be careful with the words they say. Flexibility and customer-centricity Timestamp 29:46 When Severin asks what lessons Carol wishes she had known on her first day as an executive coach, she shares that “it really is all about flexibility and customer-centricity” and “empathy.” She shares that since incorporating Zoom into her practice, she has been able to be more flexible in her one-to-one meetings which has allowed her to focus on the most important things in her coaching sessions. Carol explains that doing this has also enabled her to spend more time on research and developing her Predictive Index practice. Reaching for the stars Timestamp 32:40 Carol Steinberg is a two-time Star Award recipient. Carol explains that the Star Award is awarded to the top 20 Chairs. The top 20 Chairs are determined by three different areas: retention scores, contribution to the chair community, and network involvement. Attracting people to your group Timestamp 36:26 When discussing how Carol attracts people to her peer advisory groups, Carol explains that she really focuses on referrals. “What I do is I am an open book…I want to talk to somebody. I want to understand what’s going on…” states Carol. In these discussions, she often discovers whether or not a prospective client is a best fit for her coaching practice. Carol adopts the mentality of “the retainer” who is “here to help” her clients. She wants people to know that she is there for them and is the “go-to person to help them get over whatever hump, hurdle, or whatever they’re experiencing.” Having this mentality has helped Carol attract more executives to her peer groups and executive coaching practice. Permitting mistakes Timestamp 43:03 In response to Severin’s question of a failure that Carol has gained valuable insight from, Carol shares that she has learned to “ask questions” and allow her clients to make their own decisions when they choose not to listen to outreach from “fellow members” and their executive coach. Despite being nervous for her clients, she has learned that “we all learn…and so it’s not so bad to make a mistake.” Asking “why?” Timestamp 44:59 Some of Carol’s most impactful questions include asking her clients “why.” She will ask her clients questions such as “Why do you think that?” “What do you think made somebody do that?” “Why would you do this again?”, and “Why are you not considering this?” She uses these questions to encourage an open dialogue with her clients in a non-confrontational style. Doing this prevents her clients from getting defensive and closing up to protect their ego. Copyright © 2021 by Arete Coach LLC. All rights reserved.

Episode #1032: Learn how to teach CEOs to “CEO” (Communicate, Execute, and Optimize) in a conversation with Jim Canfield, a seasoned executive coach who has held leadership roles in some of the industry’s most impactful executive coaching organizations. Topics discussed include changes in the coaching industry, the impact of AI, the importance of course correction, and Jim’s experience with Kraig Kramers and CEO Tools. Read, listen, or watch for insight on CEO Tools and a visionary acronym for the role of a CEO. About Jim Canfield Jim began his career as an account executive for Calibre Financial Group, and transitioned to the coaching industry thereafter as a Chair with Tech Worldwide, now known as Vistage. After taking on several leadership roles within Vistage, he joined Renaissance Executive Forums as CEO—where he stayed for ten years and met Kraig Kramers, President of CEO Tools. Thereafter, he returned to Vistage as a speaker and—through his knowledge and friendship with Kraig Kramers and other impactful coaches—became the President of CEO Tools. Jim has helped rewrite the book for CEO Tools and helps put coaching tools together for other executive coaches. Jim has also received several awards including Speaker of the Year for Tech Canada in 2018 and the Vistage Worldwide Speaker of the Year in 2020. Jim continues his work with CEO Tools today and is currently creating a software platform to act as a tool and knowledge base for coaches who follow CEO Tools. Jim is also training through CEO Tools’ certification program, teaching executive coaches how to best coach their clients. Jim’s leadership and impact through Vistage, Renaissance, and CEO Tools make him a great source of executive coaching knowledge. Watch the podcast Click here to listen to the podcast, or click below to view the podcast outline and transcript: Key highlights Jim’s journey to executive coaching Timestamp 03:15 Jim began several companies at the start of his career and transitioned to the investment world thereafter to fuel his passion for the financial side of business. After experiencing the finance industry, he started to feel “constrained” and began coaching through Tech, now known as Vistage. Jim shares that it was a “natural transition” as he has always had a love for helping leaders holistically improve their business. The catalyst that led to his coaching career and position of Chair over peer executive groups came from the Institute for Executive Leadership at Rhodes College. There he learned the value of peer evaluation and advisory—which proved influential as Jim was able to grow Tech’s Chair count from 125 at the onset of his engagement to over 700 globally by the time he left. Because of his vision, Jim was a key player in advancing Vistage during a pivotal period of growth. The importance of multiple methods Timestamp 06:59 One of the most valuable tools that Jim used during his time in the executive coaching industry was the use of multiple methods. Jim shares that in most peer groups, leaders use the “same method over and over and over. They use a guided discussion.” Because of this, groups miss out on the benefits of using multiple problem-solving methods. Using different methods in peer groups helps individuals view issues in a new way and decreases predictability in group responses. Jim has experienced massive success from his guarantee of “never [using] the same methods twice in a row” during a session. Most importantly, after introducing new methods of problem solving, Jim debriefs those he worked with so they can improve their response to similar situations in the future. Jim’s experiences in both Vistage and Renaissance Timestamp 10:56 Jim has experience in working with Vistage Worldwide and Renaissance Executive Forums. There are key structural differences between Vistage and Renaissance. However, Jim shares that there are many similarities beyond the structural differences. After serving as the CEO of Renaissance, Jim returned to Vistage as a speaker. Severin asks Jim if it was difficult to return to Vistage and Jim shares that he had a difficult time leaving Vistage first. When Jim did return to Vistage, he was readily accepted back into the Vistage community. Jim shares that “it was a much more welcome and warm reception than I had anticipated. There were some Chairs who really made a difference in that… [and were] really engaging early on to help.” Severin comments on Jim’s excellence of character. By leaving Vistage on good terms and being able to return with ease, Jim displayed his good natured relationships with those at Vistage. Jim’s introduction to Kraig Kramers of CEO Tools Timestamp 14:55 Jim met Kraig Kramers, the original mind behind CEO Tools, in the mid-1990s when Jim invited Kraig to speak at his peer advisory group. Jim and Kraig bonded over barbecue, motorcycles, and automobiles. Kraig’s friendship with Jim, paired with his speaking skills, encouraged Jim to continually invite Kraig to speak to his executives. In 2013, Kraig passed away and his content with CEO Tools was purchased by one of his Vistage group members. The purchaser’s Vistage Chair then recommended that he call Jim for ideas on how to take the next step with CEO Tools. During this time, Jim was encouraged to reflect on what he would do if money was no object in his coaching practice. Answering this question, Jim mentioned he would write a book tailored to coaches, build an online platform, speak about it, and certify people to use the tools outlined in the book. Jim held onto this idea until Richard Kopelman reached out to Jim for engagement with CEO Tools. From this point on, Jim became involved with CEO Tools and became President of the organization. Jim and Richard then rewrote CEO Tools with a “generous nod to everything that Kraig developed” and has continued to develop the knowledge that Kraig Kramers laid out for executive coaches. Cheat sheets and mantras Timestamp 19:38 One of the “cheat sheets” Jim uses as a reminder to himself is an acronym for the title of CEO: communicate, execute, and optimize. Jim states that these are the key roles of a CEO in today’s society—especially the optimization of their business. Jim believes that coaches are “great kicker offers” meaning they can easily start projects, but really need to focus more energy on “finishing strong.” That’s why, one of his favorite mantras has become, “finish strong.” When coaching his clients, he lives out this mantra by asking clients “how are we going to close that gap?” Asking his clients this encourages them to achieve their goals. Jim also enjoys the mantra “manage the quarter, measure the month.” Throughout Jim’s experience running businesses and managing group activities, he has found that monthly goals are not an effective way to lead a team. As for cheat sheets, Jim enjoys using a cheat sheet that asks “where are we headed, how are we going to get there, and what are we tracking to know when we’re on and off track.” Jim believes that CEOs must always be aware of course correction and be able to stay ahead of goal attainment. Artificial intelligence and its effects on executive coaching Timestamp 29:50 Jim and Severin have an insightful discussion on how they believe artificial intelligence (AI) will impact executive coaches and the industry as a whole. Jim shares that AI has been used to analyze customer satisfaction which brings a “new set of both opportunities and challenges.” Jim believes that AI could potentially become manipulative in nature if not well managed. Severin comments on the potential dangers of AI without scientific verification of the patterns that AI functions on. Jim responds by commenting on how some uses of AI have replaced skill development in others, particularly in sales. Severin responds in agreement, and makes the point that AI is developed and used best off of human intelligence. Virtual and in-person training Timestamp 38:45 Both Severin and Jim believe in the importance of virtual and in-person training. Virtual learning offers different opportunities than in-person learning, though they both have meaning and merit. Severin comments on the ability to have a hybrid use of virtual and in-person training sessions. Severin states that providing materials in advance of in-person meetings has increased value to meetings and retreats. Recognition and appreciation Timestamp 48:20 In his executive coaching practice, Jim uses quotes like Thoreau’s, “Men live lives of quiet desperation.” Jim states that what he believes people are desperate for is “recognition. Someone to come along and say, ‘you matter, you make a difference. We’re glad you’re here.’” Jim encourages his clients and coaches to remember this in their executive coaching and leadership practice. Copyright © 2021 by Arete Coach LLC. All rights reserved.

Current research shows that employees worldwide are more stressed, worried, angry, and sad than before the COVID-19 pandemic. 57% of employees in the United States and Canada report high-stress levels. These increased levels of stress, worry, and other negative emotions are primary indicators of future employee burnout (Gallup, 2021). To battle these negative emotions and potential burnouts, many companies are instituting mandatory vacations for their employees. How does mandating vacation improve employee wellbeing and how does it support the organization as a whole? Continue reading to find out. Current trends In recent years, employees worldwide have been affected by global pandemics, economic crises, racial and political tensions, and mental health crises. The pandemic has caused a ripple effect across employees and business leaders of every industry and in every location. Workforce mental health Currently, only 20% of employees worldwide feel engaged, involved, and enthusiastic about their careers, only 32% of employees feel that they are thriving in their lives, and a little over 40% of employees worldwide report experiencing worry and stress “during a lot of the previous day.” Since 2009, worry, stress, anger, and sadness have been increasing in the global workforce. There was a sharp increase in many of these negative traits during the COVID-19 pandemic (Gallup, 2021). “Almost everything will work again if you unplug it for a few minutes, including you.” - Anne Lamott Employee burnout The negative emotions and traits that have developed in light of the COVID-19 pandemic encourage the development of employee burnout. The Mayo Clinic defines burnout as “a special type of work-related stress.” Burnout is a “state of physical or emotional exhaustion” (Mayo Clinic, 2021). Other sources state that burnout is when an employee has “exhausted their physical or emotional strength” (Lab Manager,2009). Burnout can be costly for companies; increasing expenditures on healthcare, reducing employee productivity, and increasing the likelihood of employee resignation (Lab Manager, 2009). Harvard Business School estimates that workplace stress and burnout are responsible for up to 8% of national spending on health care and contribute to 120,000 deaths per year (Blanding, 2015). Studies have shown that employees who are suffering from burnout are 63% more likely to take a sick day and 2.6 times more likely to look for other employment options (Wigert & Agrawal, 2018). Replacing these burnt out employees can cost on average 6 to 9 months of their salary (Merhar, 2020). For example, if a manager who makes $60,000 a year resigns, it can cost $30,000 to $45,000 in training and recruiting expenses to replace that one employee. “The greatest danger in times of turbulence is not the turbulence, it is to act with yesterday’s logic.” - Peter Drucker Corporations that have mandated vacations In response to these increasingly negative statistics and the potential cost of replacing employees suffering from burnout, many corporations are instituting mandated vacations for their employees. The following corporations are some of the many that started mandating vacation. NAMI - The National Alliance for Mental Illness From August 1st through 8th of 2021, the National Alliance for Mental Illness established a corporate-wide “Mental Health Rest Up Week.” During this paid mental health week, all offices except an emergency mental health helpline, were closed for employees to focus on their mental health and wellbeing. In their press release, they stated that they are doing this to provide “a mental health break from what has been a tumultuous year and a half of virtual work caused by the COVID-19 pandemic.” CEO Daniel Gillison further explains this decision in his statement, “We have to be advocates for our own employees and give them an opportunity for self-care. Like many Americans, NAMI employees have been working tirelessly in changing conditions since the pandemic began, and we feel it is necessary to hit the pause button and give our employees a chance to rest. Our people are our greatest asset.” They hope that this mandated vacation will encourage other corporations to prioritize their employees’ mental health and wellbeing. LinkedIn LinkedIn employees worldwide were mandated a paid week off starting April 5th, 2021 (Vasel, 2021). Part of LinkedIn’s management procedure is quarterly employee surveys. In 2021, surveys started to reveal some of the weight that employees were carrying in light of the pandemic. Many employees reported feelings of burnout, “lack of self-care”, family struggles, and feelings of loneliness and isolation. Many employees were having difficulty unplugging from the workload that is now done at home remotely. In response to this LinkedIn started a program called “LiftUp” to “address burnout, work-family balance, [and] people feeling lonely and isolated.” They instituted several programs for employees and managers including highly favored “no-meeting days.” Part of this “LiftUp” program was also an additional mandated week off of work. Previously, LinkedIn had a December shutdown which reportedly re-energized employees and inspired their new weeklong shutdown. In an interview with ABC news, Teuila Hanson, LinkedIn’s Chief People Officer, shares that LinkedIn wanted to address burnout and self-care while also showing gratitude to their employees. Hanson states that “we wanted to make sure we could give them something really valuable, and what we think is most valuable right now is time for all of us to collectively walk away. And what is really nice after a shutdown, you come back and you don't have a barrage of emails or meeting notes that you feel like you have catch up on or you feel like you have to peek at your email. You want the goodness of your vacation to last a little bit when you come back” (Vasel, 2021). “When we are no longer able to change a situation. We are challenged to change ourselves.” - Victor Frankl Hootsuite Hootsuite is a social media management platform that has also instituted a week-long company shutdown called a “Wellness Week.” In a press release from Hootsuite, they stated that “the pandemic reminded us how important mental health is. So we’re making big moves to support our people—including a company-wide week off.” They sight the many effects that COVID-19 has had on millions of people as well as the effects of racial and political tension as part of their reasoning for instituting a week-long shutdown. Hootsuite also acknowledges that the transition to working from home has led some employees to work more because of a lack of separation from home and work. They summarize their responsibility to their employees in the following impactful statement: “Traditionally, the workplace has been a place where people have been asked to check their personal lives at the door, but as organizations consider thoughtful new approaches to where people will work (with hybrid models seeming like the most coveted options these days), we’re also recognizing an increased responsibility towards the health of our people—and that means encouraging them to bring their whole selves to work.” Hootsuite is embracing the mental health needs of their employees with a mandated week off of work and additional mental health programs which will ultimately benefit production levels, turnover rates, and employee wellbeing (Jensen, 2021). Lessonly Lessonly is a workplace training platform that is now not only implementing unlimited paid time off programs, but also company-wide winter breaks, and a mandatory vacation week in July (Place, 2021). Megan Jarvis, Vice President of Talent at Lessonly, explains that they are implementing these programs to “not only [respond] to what’s happened over the last year” but because they want to ensure that they are “continuing to support that whole person as part of [their] team.” (Place, 2021). In an interview with Employee Benefit News, she explains that one of the primary reasons for this increased mandate on vacations is to encourage employees to rejuvenate and unplug. Another reason is because of the variations in job experiences amongst team members. Jarvis states that “if we leave it to each individual to decide what to do when my company tells me to take time off and we don’t set an example, we have people who have different definitions based on their experiences. So set some times to make sure individuals are taking the time because they might not have the trust to do it based on their experiences.” (Place, 2021). Benefits of mandated vacations There are many benefits to the newly mandated vacations. Many of these benefits have a cascading positive effect on productivity and employee retainment for corporations. “Vacations mean a change of pace, a gentleness with ourselves, a time or rest and renewal…” - Anne Schaef Mental health benefits Dr. Andrea Robinson and the American Psychological Association identifies several mental health benefits. Research shows that those who take more paid vacations have higher rates of life satisfaction. Paid vacations “promote improved work-life balance, decreased time pressure, and better mental health”. Furthermore, vacations also help employees live healthier lives and have a reduced risk of heart attacks. Research also shows that vacations can improve overall mental health by reducing depression and anxiety. Vacations can improve mood, reduce stress, and reduce levels of the “stress hormone” called Cortisol (Robinson, 2017). Productivity increases Research also indicates that vacations can improve employee productivity levels. After taking a vacation, productivity levels show significant levels of improvement. Employees also report that their tasks are “less effortful after vacation compared to before vacation” (Robinson, 2017). While vacations improve productivity, they also make employees’ productivity levels more resilient to stress and change. Sabine Sonnentag, a professor of Organizational Psychology at the University of Mannheim in Germany found that those who disengage from work when not at work, are more resilient through stress at work. Vacation refreshes employees, making them more productive and resilient in the workplace (Seppala, 2017). Organizational benefits “Integrity is the most valuable and respected quality of leadership.” - Brain Tracy Organizational resiliency Mandatory vacations can also address how resilient corporations are to staff shortages and changes. While each employee serves a unique purpose in a corporate community, it is important to understand how to navigate in that employee’s absence. Can an organization continue to be productive in the absence of a key employee? If so, how will that employee’s responsibilities be dispersed among other employees? Having a strategic plan for employee vacation can help business leaders readjust roles and responsibilities in response to an employee’s resignation or retirement. Fraud detection An often unintended benefit of mandating vacations is fraud prevention. You can see how your company operates when key individuals and utility players are away from work. Do you have policies and procedures in place to document all best practices? Having mandated vacations can also benefit the organizational structure of a corporation as well. Many individuals that engage in fraud against their company do not take their annual leave in fear of their fraudulent activity being caught. Jonathan Middup, a partner at Ernst & Young’s Fraud Investigation and Dispute Services practice stated in a 2018 interview that “the profile of a typical fraudster is a long-serving, trusted employee, who works long hours and is reluctant to take their annual leave.” Furthermore, Ernst & Young have also reported that “their fraud investigation caseloads reach their highest levels during the summer” a popular vacation time (Gage, 2018). Mandated vacations have the potential to reveal what employees are participating in fraudulent activities and which employees are not. According to Andrew Gage CEO of GL Analytics, more companies are now monitoring vacation habits as part of their fraud awareness strategies (2018). Having mandatory vacation policies gives employers a chance to observe the business in an employee’s absence, which can ultimately reveal fraudulent activity (Gage, 2018). Consider the following example from the Association of Certified Fraud Examiners: “Steve was a loyal customer of his local bank, City Credit Union, for 30 years. He held basic accounts and mutual fund-driven investment vehicles. However, his ties to the bank went deeper than just business….Chuck, was the branch manager at City Credit Union…. Steve remained friends with Chuck. Steve would visit the bank on the same day and time every month to check on his mutual fund account. He never withdrew from it, but reviewed the interest earned. Chuck was all too happy to greet him every time with a printed statement of his account. This monthly meeting between the two men went on for eight years until the day Chuck was on vacation and a different bank employee gave Steve his account statement. The statement showed that the account was empty. Chuck had slowly drained Steve’s account and had been supplying him with falsified statements each month. City Credit Union had controls in place to prevent a fraud like this. ...Unfortunately for City Credit Union and Steve, Chuck was able to circumvent both of those controls...Once Steve discovered his account was empty, Chuck was fired from the bank and criminal charges were filed. City Credit Union reimbursed Steve for the full amount lost — approximately $130,000.” -Tomasita Pazos, CFE at Association of Certified Fraud Examiners Mandating vacations not only helps employees but also allows the organization to detect fraudulent activity among employees. When employees are on mandated vacation, they are unable to monitor their own fraudulent activity and keep it from being noticed by employers. This can cause frauds, like in the story above, to be brought to light. “Resilience is all about being able to overcome the unexpected… The goal of resilience is to thrive…” - Jamais Cascio The main takeaway Employees across the globe are facing the negative effects brought by the COVID-19 pandemic as well as several other impactful events in the past year. In response to this, employees are experiencing increasing amounts of stress, worry, anxiety, anger, sadness, and loneliness among many other negative reactions. These negative reactions and emotions have the potential to lead to increased employee turnover and resignation due to burnout and stress. To combat this, many employers are mandating vacations to encourage mental health, wellbeing, productivity, reduce fraud, and increase organizational resilience. Vacation offers several benefits for employees and employers. Mandating vacation has the potential to increase employee wellbeing and in turn, improve employee productivity and organizational income. “There is virtue in work and there is virtue in rest. Use both and overlook neither.” - Alan Cohen Resources Blanding, M. (2015, January 26). National Health Costs Could Decrease if Managers Reduce Work Stress. Retrieved from https://hbswk.hbs.edu/item/national-health-costs-could-decrease-if-managers-reduce-work-stress Gage, A. (2018, August 07). The Dark Reason Why Some Employees Never Take Vacations. Retrieved from https://glanalytics.ca/vacation-fraud/ Gallup. (2021). State of the Global Workplace 2021 Report (pp. 1-191, Rep.). Gross, J. (2021, August 14). The Limits of Vacation. Retrieved from https://www.nytimes.com/2021/08/14/business/dealbook/vacation-burnout.html Jensen, S. (2021, May 27). We're Shutting Down the Entire Company for a Full Week-Here's Why. Retrieved from https://blog.hootsuite.com/mental-health-initiatives/ Ju, S. (2020, November 04). Employee burnout: Why it happens and how to prevent it. Retrieved from https://www.springhealth.com/employee-burnout-management-prevention/ Lab Manager. (2009, December 7). What Is Employee Burnout? Retrieved from https://www.labmanager.com/business-management/what-is-employee-burnout-20015 Mayo Clinic. (2021, June 05). Job Burnout: How to Spot it and Take Action. Retrieved from https://www.mayoclinic.org/healthy-lifestyle/adult-health/in-depth/burnout/art-20046642 Merhar, C. (2020, June 02). Employee retention: The real cost of losing an employee. Retrieved from https://www.peoplekeep.com/blog/employee-retention-the-real-cost-of-losing-an-employee NAMI. (2021, July 07). NAMI's National Office to Take Paid Mental Health Week. Retrieved from https://www.nami.org/Press-Media/Press-Releases/2021/NAMI-s-National-Office-to-Take-Paid-Mental-Health-Week Place, A. (2021, July 07). This company is making summer vacation mandatory. Retrieved from https://www.benefitnews.com/news/this-company-is-making-summer-vacation-mandatory Pazos, T. (n.d.). The Vacation Day a banker's fraud scheme is caught when he takes a day off. Retrieved from https://www.acfe.com/report-to-the-nations/behind-the-numbers/vacation-day/ Robinson, A., Dr. (2017, July). Four reasons to take a vacation. Retrieved from https://www.apadivisions.org/division-28/publications/newsletters/psychopharmacology/2017/07/vacation Seppala, E., Dr. (2017, August 17). Three Science-Based Reasons Vacations Boost Productivity. Retrieved from https://www.psychologytoday.com/us/blog/feeling-it/201708/three-science-based-reasons-vacations-boost-productivity Vasel, K. (2021, April 03). LinkedIn gives its entire company the week off to prevent burnout. Retrieved from https://abc7news.com/linkedin-giving-a-week-off-vacation-for-employees-burnout-of-time/10475793/ Wigert, B., & Agrawal, S. (2018, July 12). Employee Burnout, Part 1: The 5 Main Causes. Retrieved from https://www.gallup.com/workplace/237059/employee-burnout-part-main-causes.aspx Copyright © 2021 by Arete Coach LLC. All rights reserved.

Episode #1033: In this special episode of the Arete Coach Podcast, Severin Sorensen introduces a panelist discussion hosted by Norma Rosenberg and Cheryl Marks Young. The panelists include Severin Sorensen, Joel Greenwald, Robin Fisher, and Joan Westridge. These impactful business leaders have various areas of expertise and discuss a variety of topics surrounding the post-pandemic workplace. Join this discussion for an insightful conversation on the challenges and opportunities surrounding remote work including tax and legal regulations, real estate changes, and managing effective remote employees. About the panel of guests Severin Sorensen Severin Sorensen is the CEO of ePraxis LLC, a premier-level retained search firm that provides executive search (headhunting), talent selection, and executive coaching services. Severin is an expert Vistage speaker on the issues of future trends, hiring, innovation, management, and reimagining work. He is also the curator and host of the Arete Coach Podcast. Norma Rosenberg Norma Rosenberg is an executive coach and a Master Vistage Chair who has worked with CEOs and senior executives for 40+ years. Norma is highly intuitive and perceptive. She is curious-minded, an innovator in the executive coaching field, and is pushing the limits of what coaching can be, particularly in our stay-at-home world. Cheryl Marks Young Cheryl Marks Young is a Vistage Chair out of the New York area. She uses her experience as CEO and Founder of Creative Blueprints for Leaders—where she helps others define and design the life they want to live—in her coaching practice today. She motivates her group members to achieve their goals and live their best lives. Joel Greenwald Joel Greenwald is a managing partner of Greenwald Dougherty LLP and an expert Vistage speaker on Employment Law and People Issues out of New York City. Greenwald has vast knowledge of employment law and uses this knowledge to help business leaders manage their employees both legally and effectively. Robin Fisher Robin Fisher is the Senior Managing Director at Newmark Grubb Mike Frank. She is also the Founder and CEO of Blace, a booking platform for events such as corporate receptions or product launches. Fisher is also a real estate leasing expert in the New York area. Joan Westreich Joan Westreich is a psychotherapist and expert consultant to businesses and organizations, based in New York City. She is also part of the faculty and a supervisor at the Psychoanalytic Training Institute of the New York Counseling and Guidance Service (NYCGS). Watch the podcast Click here to listen to the podcast, or click below to view the podcast outline and transcript: Key highlights The horse has left the barn Timestamp 08:45 Severin shares that when it comes to remote work “the horse has left the barn.” Studies have shown that those who work from home are 8-13% more productive than those in the office. Employees are enjoying the flexibility that remote employment offers, and many are refusing to come back to the traditional face-to-face workplace for a variety of reasons. Predictions for the New York real estate industry Timestamp 11:43 In Robin’s area of expertise, she has started to see an increase in requests for offsite meetings. There has also been an increase in new office requirements. Robin predicts that the workplace will return to the traditional face-to-face employment model. Tax and legal issues Timestamp 14:41 Joel shares that he has concerns for the legal and tax issues surrounding remote employment. There are concerns about following the tax codes and employment regulations across state lines. However, there is an increasing need for corporations to be resilient and adaptable despite these challenges. Many pandemics Timestamp 16:54 Joan shares that as the workplace evolves, it is important for business leaders and their employees to be resilient and adaptable. Businesses are not only facing the challenges brought by the COVID-19 pandemic, but are also facing the challenges brought by other pandemics in the economic, political, racial, loneliness, and mental health sectors. Joan shares that these challenges offer opportunities for new growth. Luckily, many organizations already have employees who display a great amount of resiliency, the ability to cope, and adaptability throughout these pandemics. Challenges of the post pandemic workplace Timestamp 19:45 Norma asks about the challenges we face in the post pandemic workforce. Severin shares insight into the remote workforce and how the monitoring of employees will need to evolve. Robin states that there is a risk for those trying to attract talent and those trying to retain talent. She explains that there is a “giant labor shortage” and that businesses will have to address how well they are capitalized. Joan adds to this discussion by introducing the idea of “strategic discomfort.” The transition to the post-pandemic workplace will not happen overnight and will take some time to adjust to for all businesses. Changing managerial focus Timestamp 27:01 Remotely working employees require different forms of management than those who are in-person. Joel Greenwald shares that managers need to be continually trained in performance management tactics. Joel asks, “how are we going to teach our managers to manage these new workers in this new environment?” With the changing workforce, there is also necessary changes for the managerial staff as well. Joel also states that it is important for ethics and values to be incorporated into management policies and practices. Opportunities of the post pandemic workplace Timestamp 30:13 Joel shares that having employees in different geographical areas gives corporations the opportunity to have different price points for wages—allowing for the ultimate flexibility. Severin relates to Joel’s statement and shares that while it is important for corporations to be flexible, it is vital that employees and their managers develop relationships through in-person events, such as retreats and planned functions, to establish connections and reinforce the group ethics policy. Joan continues this discussion by sharing that there are those employees who do desire to be back in the workplace and are craving interaction. Challenges for remote workers Timestamp 44:36 Joan and Joel establish the need for emotional intelligence or “soft skills” in leadership, and Severin follows with several insights about the challenges faced by remote employees such as distraction, Zoom fatigue, time management, and procrastination. All of these issues should be taken into account when planning how to manage remotely employed staff. Furthermore, loneliness is an increasing problem for remote employees. Each employee has their own individual needs and addressing these needs can be helpful in establishing the post pandemic workplace. The “A” players and the “B” players Timestamp 46:47 Norma shares that “A” players in a corporation are results focused and resilient to challenges or changes. Robin relates to this idea and shares that to fully use these “A” players to their full potential, there will need to be in-person meetings. Joan agrees with Robin and shares the importance of corporate flexibility and the ability to build lasting professional business relations. Joel elaborates on the meaning of “A” players and “B” players by stating that the definition of these employee types needs to be reassessed. A workforce that favors the employee Timestamp 53:52 Severin shares a quote by Thucydides, “the strong do what they can and the weak suffer when they must.” Severin expects that those who are currently able to work from home will continue to be allowed to do so under employer fears that an employee may leave for another remote job if not. Severin shares that businesses will have to identify what it means to be a high performer and identify the difference makers from the individual contributors. Emotional intelligence will also play a major role in the post pandemic workplace. Having difference-making employees understand the importance of their physical presence in an office at specific times can be vital to team moral and ethics. Severin also shares that companies need to be able to hire those with the ability to get things done, have the ability to manage their time well, and overcome procrastination. Effective communication Timestamp 56:14 When managing groups, Joel recommends that when leaders need to say something negative regarding performance or job demands, they should call the message’s recipient instead of sending an email. Emails and texts can be used in management. However, difficult conversations are best had over the phone or Zoom for clearer and more effective communication. The adjusting real estate business Timestamp 57:36 Robin shares her prediction that corporations will likely return to the traditional full-time workplace over a prolonged time period. She states that a “partial work week is going to start 3 days a week…” then it will slowly transition to 4 days, and lastly to the traditional 5-day work week. Robin is currently seeing a large amount of new office requirements and shifts in work dynamics. She has also noticed that large tech companies like Facebook and Amazon are taking up more rental space during the pandemic. Making remote employment high quality Timestamp 59:58 In response to a comment from the discussion panel’s audience, Severin introduces a research study that interviewed employees from multiple corporations on their remote employment perspective. The study revealed that women are enjoying the ability to work from home because it enables them to have a successful career whilst also being a successful mother. Whereas, the male’s perspective of working from home largely hinges on their personality (introvert versus extrovert). Severin shares his perspective as a coach asking, “would you bring back people to work if you needed to?” The declining workforce Timestamp 01:04:21 Cheryl shares concerns over those in the manufacturing industry. Many of these corporations are experiencing labor shortages because the Covid Leave Act pays them more than the employer can pay them in the short-term. These corporations are struggling to reengage these employees in the in-person workforce. Severin responds to this question by sharing some research about why individuals are not returning to work. Many have reduced their living expenses—and compared to 48% in the Great Depression, 52% of 18 to 32-year-olds are living at home. These reduced living wages can also contribute to the declining rates of workforce participation. Honesty and productivity monitoring Timestamp 01:10:50 Joel brings attention to the potential use of data and artificial intelligence for productivity monitoring. Severin shares that while those tools are usable and effective, they invade on privacy. Instead of having these monitoring tools, Severin shares the importance of hiring honest employees. Severin states that “if you have an honest person with great integrity, they’ll be the productive person wherever they are.” There is also research to show that not all employees in the traditional face-to-face workplace are actively engaged. Hiring employees who are highly engaged with their work is essential for remote employment to be effective. Severin shares a personal experience he has had with an employee who works in Croatia. This employee shared with Severin that many individuals in Croatia will be hired by companies, but the hired individual will hire others in the gig-economy to do their job for them. These “hired” individuals then move on to other jobs for additional income. Joel relates to Severin’s statement about the privacy violations involved in productivity monitoring. He shares that it is important to have a “tight electronic media policy” and to speak with legal professionals before implementing any monitoring software. These privacy concerns extend directly into the in-person workplace as well. Joel mentions how it is important for employers to work with legal professionals before deciding how and if to monitor the vaccination of employees. Navigating new territory Timestamp 1:18:15 Regardless of the perspective on remote employment, all panelists agree that as the new post pandemic workplace is navigated, it is important to continue learning and listening. Robin defines this new season in the workplace as “a battlefield of gray” with “no right answer.” While navigating this new territory, Joan recommends that business leaders should “enhance coping and resilience among” employees. Severin adds to this discussion and states that “agility” is important for employers to develop as “the employee is getting much more emancipated.” Copyright © 2021 by Arete Coach LLC. All rights reserved.

Episode #1034: Join Severin Sorensen and Don Myers for a profound discussion about Don’s journey to, and evolution of, executive coaching over the last 18 years. Severin and Don discuss learnings from Don’s time in both the corporate and the Navy worlds, and how Don has maintained high levels of retainment in his Vistage groups throughout his career. Several other topics include the importance of mentoring, reframing, storytelling, and the Drama Triangle. Watch, listen to, or read about this sage discussion and glean actionable insights you can apply to your business and coaching practice today. About Don Myers Don Myers is an executive coach, CEO coach, leadership strategist, Master Chair, and Vistage Chair of 18 years. Don currently leads four peer advisory groups, two chief executive groups, a key executive group, and a trusted advisory group. Don also works with Culture Counts on the themes of communication, facts, and stories. Prior to Vistage, Don was a Senior Vice President of a real estate investment trust called CWS Communities Trust which manages home communities. He also served as the Vice President of Security Capital Group which helps other real estate companies raise capital and form other real estate investment trusts like America and Prologis. Don entered the business industry through a marketing role at IBM after his career as Lieutenant JG and Main Engines Officer on USS Newport News and USS America. He also completed two tours of duty in Vietnam. Don has served his country with excellence and has done the same in the way he has served the Vistage community. As of this year, Don has received nine Chair Performance Awards for excellence, a bachelor’s degree in Marketing from Indiana University, and an MBA from the McKellar Graduate School of Management. Don’s Vistage groups are known for their high retention rates and great impact. Don Myers continues to be an impactful and life-changing Vistage Chair today out of the Denver, Colorado area. Key highlights Creating effective advisory groups Timestamp 04:59 In the beginning of Don Myers’ executive coaching career, he developed peer advisory groups with Vistage that had a variety of members. His peer groups contained individuals who worked in law firms, sales, management, and a variety of other industries. While coaching these individuals, he would connect them to their clients: his other Vistage members. Doing this, he was able to benefit his peer advisory groups—ultimately increasing their clientele. In exchange, his group members would invite others to the peer advisory group. This process helped develop his coaching career, increase the number of participants, and help more business leaders. Lessons from the Navy Timestamp 06:41 Don served in the Navy during the Vietnam War. Don shares that his time in the Navy “was the catalyst for everything that’s happened in [his] life since then.” One of the most valuable learnings from his time in the Navy was the “idea of being on watch.” When taking over a watch position, Don shares that it was vital for the new watchman/woman to be aware of the direction of the ship, the logbook, and the targeted course. Furthermore, Don also learned to trust those that were higher in the hierarchy of the Navy. “It was just my job to serve the members in my division,” states Don. Don applies these concepts of being responsible, watchful, trusting, and in service to his high impact coaching practice today. These concepts have helped Don encourage his clients to achieve their business goals and develop greater clarity in their lives. Corporate mentoring Timestamp 09:32 Don’s entrance to the corporate industry is marked by excellent mentorship and training. After the Navy, Don started his career in the corporate world with a position at IBM. His first year with IBM was focused on training and learning about “consultative selling.” In his training, Don learned about IBM’s “intolerables” which focused on the importance of corporate and personal image. During his career with IBM, he was able to develop one-to-one relationships with his customers, which greatly impacted his coaching career today. Don then entered the real estate industry working with LaSalle Partners, receiving additional mentorship for 22 years. The stories we tell ourselves Timestamp 18:21 Severin and Don discuss the importance of the stories we tell ourselves and how they can change our perspective on life and worldview. Don is currently involved with a group in Denver called Culture Counts. Culture Counts focuses on communication, facts, and stories. Don shares that people themselves “are a story, not a fact.” When events in life are experienced, people tend to apply meanings and strategies in order to navigate and explain the experiences. Working with Culture Counts made Don realize that he could revisit events of the past and apply different meanings, creating a different worldview for himself. Before developing an awareness of this, Don states that his “worldview was: the world’s a dangerous place, you can’t trust people, and [he’s] not smart.” Don operated in the world from this point of view until he decided to apply new meaning to his previous experiences, changing his worldview, and bettering his life. Severin relates to this and states that it is important for people to “have permission, that when the facts change” they can interpret their stories differently. Don uses this in his coaching practice by helping people “unlock… from paradigms that are built in half truths or the truth that they understood at the time.” The challenge of transition groups Timestamp 28:18 Within his executive coaching groups, Don states that there is an “intimacy” built within the group. In his Vistage groups, Don’s members “care deeply about each other” and develop their own culture or friendship and growth. In the beginning of Don’s coaching career, he was invited to “take over a transition group from” a Vistage member “that was retiring.” Doing so was very difficult because the transition group had already developed its own unique culture. “They had their view of how that group should work” and it was a challenge for them to change their group structure to suit a new leader. Looking back on this event, Don shares that he has since learned that he was facing the messiah complex while trying to lead this transitioning group. Severin relates to the difficulty taking over transitioning groups and shares that one of the reasons Vistage groups are so impactful is the multitude of unique groups that are available for members to choose from. The evolution of group retreats Timestamp 31:49 Throughout his coaching career, Don has held group retreats for his Vistage groups in multiple forms. First, Don hosted spousal retreats that lasted from Thursday afternoon until Saturday morning. After group members requested a change in duration and dates because of family events, Don transitioned to hosting 2-day retreats that gave group members an opportunity to present their operating plans for the year. Since then, Don has continued to evolve his group retreats. Today, his group meetings involve a group activity, such as a cooking class, a speaker, and time to mingle. Listening to group opinions and requests when making retreat plans is important so that the retreat can have a customized and direct impact on group members. It can help group members “be more present and focused” on the retreat, ultimately increasing the retreats impact. The Drama Triangle Timestamp 35:56 When asked about a recent learning that he wishes he had learned earlier, Don shares that he wishes he knew about the Drama Triangle earlier. This evaluation method helps identify who the hero, villain, and victim are in conflict. Each point of the triangle is representative of each role and indicates how they are taking “more or less responsibility than they should.” Don uses this in his practice to help identify how to best help his clients’ conflicts and challenges. Don shares an example of how he used this methodology with a client and realized that his client wasn’t the “victim” as he had previously thought. In this situation, Don states that it helped him realize that “it’s not my job to essentially have my judgement of what he should do.” Because of this, Don transitioned his coaching stance to a more supportive and ultimately more impactful presence. Enhancing lives and realizing dreams Timestamp 40:17 Don adapted his “why” that pushes him to excellent coaching from the “why” of a business he worked with in his real estate career. This business operated on the “why” of “enhancing lives, realizing dreams.” Don was introduced to the business’ operation and the passion that the company had for making their tenants smile and developing their employees internally. Don combines this business’ “why” with a quote his father would say: “it’s our job to leave it better than we found it.” Don’s desire to help business leaders enhance their lives, realize their dreams, and make their lives better than they were before executive coaching, are a few of the many reasons that Don’s executive coaching practice is so impactful to its members. Don’s powerful questions Timestamp 43:20 Early in Don’s career, he was introduced to the importance of questions and the power they hold. He learned the power of asking business leaders “what’s the most important thing for us to talk about today” from another impactful Vistage Chair, Dwight Frindt. Don has also developed his own coaching questions. Some of these include: “how long do you want to suffer in your desire to get to be right,” “what game are you really trying to win here,” and “is this a battle that you want to have?” Don always aims to stay in a state of curiosity and courage. He explains that, “sometimes I have to be courageous to be curious.” This helps Don to ask the tough questions that can have a great impact on his clients. Don also uses Byron Katie’s four questions to further develop his coaching sessions and a worksheet called “what I hate about my neighbor” that can help business leaders identify the source of some of their conflicts. Using these questions and methodologies allows Don to further help business leaders change the stories they have made in their life; giving them the opportunity to build a more impactful and goal oriented worldview. The power of stories Timestamp 51:09 Stories hold a unique power for executive coaches. Don uses stories in his executive coaching practice to share his life experiences and lessons with his clients. Some of the stories that Don shares include mistakes that he has made throughout his coaching career as well how he has learned from them. Severin shares that in coaching “stories help people learn longer” helping them remember the story and the meaning behind it. Learning to explore Timestamp 55:17 One of the things Don has learned in his coaching career is the importance of taking time to explore with his clients. Don learned this in an experience he had with a client when his advice was not well received. From this experience, Don shares that it is important to get permission before giving advice and it is just as important to explore thoughts and reasonings with a client. Since then, Don has applied this learning to his coaching practice to further support his clients and the impact coaching can have on their life and wellbeing. Download the transcript Click here to listen to the podcast, or click below to view the podcast outline and transcript: Copyright © 2021 by Arete Coach LLC. All rights reserved.

Not only are employers nationwide facing a new shortage of job applicants, but they are also facing an increase in candidate ghosting. As job candidates continue to leave employers wondering why they failed to call back or show up to interviews, employers have become increasingly interested in how to prevent these ghosting encounters. Join us as we outline what ghosting is, why it’s happening, and what employers can do to prevent it. “Ghosting: the ‘grown-up’ way of putting your fingers in your ears and going ‘Lalala I CAN’T HEEAAR YOU!’” - Kay & Black Talent Management What is 'ghosting'? The Society of Human Resource Management defines ghosting as “severing all communication with someone without any explanation or warning” (Deichler, 2021). Ghosting happens when either job candidates or employers experience an abrupt cut-off of communication after conversing about employment. Unfortunately, ghosting happens on both sides of the spectrum: for the job candidate and the employer (Deichler, 2021). Current surveys show that 77% of job candidates say that “they’ve been ghosted by an employer” and similarly, 76% of employers have also reported being ghosted by job candidates. Furthermore, only 27% of employers reported that they “haven’t ghosted a job seeker in the past year” (Threlkeld, 2021). The data tells us that employers and employees are ghosting each other, but why? Why are people ghosting? “Ghosting is simple. They were afraid to be honest…” - Myles Scott Undisclosed motives of candidates seeking higher pay One possible reason for ghosting is that employers pay a premium for candidates who present with multiple job offers, and they frequently pay more for the candidates that can show higher market value. For example, Google will top any competitor's job offer to get the best candidate… however you have to show you have a legitimate job offer. Therefore, many candidates are spending time getting multiple offers (wasting other companies time) so that they can present their best offers, improve their pay, and work for their desired employers. This has been done for years by corporations that require 3 bids for all purchased items, where one winner is selected, and two companies are losers in this scenario. It’s now the employees doing this to employers. Conflict avoidance The reason employers and employees are ghosting might be more deep-seated than organizational challenges. The Society of Human Resource Management speculates that ghosting “may be indicative of the broader social trend” of conflict avoidance. Robin Rosenberg a clinical psychologist and CEO claims that the younger generation of job seekers and hiring managers might be more comfortable with ghosting because they grew up texting. She states that people who grew up texting would practice “not replying to texts that might lead to hard conversations” thus decreasing their ability to have difficult conversations (Deichler, 2021). When job candidates decide that they are no longer interested in employment, they are likely to ghost the hiring manager in order to avoid a difficult conversation about why they are choosing to do so and potential disappointment from that hiring manager. For much of the same reasons, employers might prevent contacting a job candidate after an interview because they do not want to tell them that their job application was denied. Laura Mazzullo, founder and owner of East Side Staffing, states that “fear” often “paralyzes” hiring managers “from even sending an e-mail” (Deichler, 2021). Lack of organization Workplace culture consultant, Heidi Kurter, states that one of the reasons job candidates might be ghosting hiring managers is because “candidates perceive disorganized and drawn-out interview processes as a sign of a disorganized workplace” (2021). Job candidates that perceive a lack of organization in the hiring process, can be signaled to a lack of corporate organization. A stressful and confusing hiring process potentially indicates a stressful and confusing workplace. As the sansdemic increasingly empowers the job candidate versus the employer, job seekers are able to choose from a variety of available jobs. The competition between employers has never been greater and the hiring process of an organization gives job candidates direct insight into their prospective workplace. The newly empowered employee can then invest in multiple hiring processes choosing the one that is best and ghosting the others. “Clear communication is necessary to management success…” - James Cash Penney Unclear communications Another potential reason for ghosting is a lack of clear communication between job candidates and hiring managers. Studies have shown that up to 15% of job candidates who have ghosted employers say they did so “because they didn’t know how to remove themselves from consideration” (Lewis, 2019). Another 13% of employers “mention general communication problems with the recruiter” (Lewis, 2019). Furthermore, over 60% of employers believe that “improved communications” could reduce their chances of experiencing ghosting (Lewis, 2019). How to prevent ghosting “Your success is based on how many uncomfortable conversations you’re willing to have” - Tim Ferris Discourage ghosting by increasing the effort needed to apply Pre-employment candidates that are merely seeking to get an offer from you, to present competitive pay data to their current employers, might be discouraged to ghost you if your hiring process requires more work from them to get an offer. For example, if you require past work samples, homework, or tests, candidates might be discouraged to get their "2nd” offer from you, and might seek an easier target. Defeat the fear Because one of the primary reasons for ghosting is conflict avoidance, it is important for hiring managers to be trained in conflict management (Deichler, 2021). Emboldening managers to contact job candidates can reduce the amount of ghosting that job candidates encounter and display to job candidates that ghosting is not acceptable. Employers can also give job candidates a way to notify them without fear of conflict via email or instant messaging. For example, when emailing potential job candidates, emails can include an option for job candidates to indicate that they are no longer interested in the position. This link could serve two purposes by also sending job candidates to a short survey, giving them the option to explain why they are leaving the candidate pool. This survey can be an indicator of errors or challenges within the hiring process or potential issues with compensation rates, etc. Clarify the hiring process To avoid job candidate ghosting due to disorganized hiring processes, employers can outline the hiring process, clearly explaining each stage, and what to expect if a candidate continues in the hiring process or are disqualified. This benefits the overall impression of the organization and gives candidates an understanding of when to expect to be contacted (Lewis, 2019). “Clarity is the key to effective leadership.” - Brian Tracy Develop clear communication methods Clarifying how, and when, job candidates will be contacted reduces the ambiguity that several job candidates claim as the reason for their ghosting. In today’s digital age, notifications and emails can easily slip through the cracks. Giving job candidates an additional heads up can prevent this by encouraging them to keep an eye on their emails and voicemails (Lewis, 2019). The main takeaway Ghosting has unfortunately become a part of the modern hiring process (Deichler, 2021). However, it does not have to continue. To prevent job candidate ghosting, businesses can embolden hiring managers by training them in conflict management. This can help hiring managers to have difficult conversations about salary, job disqualification, and other negotiations related to the hiring process. Doing this exemplifies the importance of follow-up and the inappropriateness of ghosting behaviors to job candidates. Employers can also make it easy for job candidates to exit the candidate pool by offering automized links or surveys to avoid confrontation altogether. Furthermore, employers can clarify the hiring process and embrace clear communication strategies to further discourage job applicant ghosting. “Good communication is the bridge between confusion and clarity.” - Nat Turner References Deichler, A. (2021, May 11). How to Stop Perpetuating 'Ghosting' Culture. Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/how-to-stop-perpetuating-ghosting-culture-.aspx Kay & Black. (n.d.). Ghosting And The Art Of Disappearing. Retrieved from https://www.kayandblack.com/ghosting-and-the-art-of-disappearing/ Kurter, H. L. (2020, January 01). Employers: Here Are 3 Reasons Why Candidates Are Ghosting You. Retrieved from https://www.forbes.com/sites/heidilynnekurter/2020/12/31/employers-here-are-3-reasons-why-candidates-are-ghosting-you/?sh=1825aa5f39d8 Lewis, L. (2019, August 26). The Ghosting Guide: An Inside Look at Why Job Seekers Disappear. Retrieved from https://www.indeed.com/lead/ghosting-guide?hl=en&co=US Lewis, L. (2019, August 30). Who You Gonna Call? How to Stop Ghosting in its Tracks. Retrieved from https://www.indeed.com/lead/strategies-to-stop-ghosting?hl=en&co=US Threlkeld, K. (2021, February 11). Employer Ghosting: A Troubling Workplace Trend. Retrieved from https://www.indeed.com/lead/impact-of-covid-19-on-job-seeker-employer-ghosting Copyright © 2021 by Arete Coach LLC. All rights reserved.

Episode #1035: Severin Sorensen interviews Steve Leach, a founding coach and impactful leader of the Action Coach organization. Steve Leach shares his experience transitioning from an executive to a leader in the coaching industry. Severin and Steve discuss the importance of metaphors, growth, understanding your client’s goals, and the psychology of businesses and executive coaching. About Steve Leach Steve Leach is a business and executive coach out of Brisbane, Australia. He has been coaching for 26 years and was one of the first franchisees and a founding coach of Action Coach. In his executive coaching practice, he has helped 630 business owners, while also spending some 9,600 hours in speaking engagements across 68 different cities and 19 countries. Steve’s hard work and insight in the coaching industry led him to be the first inductee to the Global Business Coach Hall of Fame and the first recipient of the Global Master Coach of the Year. Throughout his coaching career, he has gained many other awards while working closely with Brad Sugars, the founder of Action Coach, developing various coaching programs and workshops. Although Steve primarily coaches out of the Brisbane, Australia area, he has clients and projects all over the world. Steve uses Zoom to its fullest potential, increasing the engagement his clients experience and thus maximizing his impact on their businesses and executive responsibilities. Steve offers a unique perspective on the coaching industry as he has watched it grow from its infancy to the booming industry it is today. Steve has a great passion for executive coaching and helping his clients get from the “what” to the “how” of running their businesses. His experience in the development of what is now called executive coaching, offers great insight to the purpose, passion, and drive of today’s executive coach. Watch the Podcast Click here to listen to the podcast, or click below to view the podcast outline and transcript: Key highlights Steve’s journey to executive coaching Timestamp 02:47 Steve started his career in the corporate world by taking hold of the opportunities that came his way. Soon he transitioned to working for the government as a Senior Export Advisor, which gave him a sense of what it was like to help businesses as a coach. He then met Brad Sugars and worked with him producing seminars and workshops on business and entrepreneurialism. Steve became an integral part of Action Coach as he helped business leaders go from the “what” to the “how” of implementing their new learnings to their businesses. The two worst times to hire Timestamp 07:23 In Steve’s early executive career, he shares that he felt like he had “all responsibility” but “no authority.” He relates this to the two worst times to hire new employees or executives: “when you really need them and when you really don’t.” It is important for employers to develop a framework of guidelines for the jobs they want to hire for before taking on new employees. Steve shares that there is a “very small window of opportunity” between these two points where a framework should be made for the new staff. Doing this gives them a way to bring their own expertise into the existing framework. Defining coaching Timestamp 09:29 When Steve started working with Brad Sugars, their main priority was “taking the business owner, in his vision and his existing tools, and enhancing their strengths rather than mitigating their weaknesses.” In the current business climate which does not favor consultants, and their overall business model being different than the traditional consultant, Brad and Steve had to reevaluate what to call their new business model. Previously, the word “coach” was only ever attached to sports and the arts, but they decided to apply it to the business world. They chose this because, “the coach never takes the playing field. The consultant does, the contractor does, the subcontractor does, the coach can’t take the field with the team… the coach observes from arms distance, gives strategies, and then the team goes out and implements the tactics.” This type of guidance and leadership that helps the team achieve their goals, closely aligns with the role of an executive coach who helps a business leader identify and achieve their goals. Developing Action Coach Timestamp 14:18 Steve was directly involved in the creation of Action Coach as one of the founding coaches and first franchisee members. When Steve joined Action Coach, there was a primary focus on speaking engagements and workshops in several countries. Brad Sugars then decided to franchise the business and transitioned his current employees (including Steve) to franchisee members. Action Coach developed a 10-day intensive training process that encouraged autonomous franchisee members to generate their own leads and do their own sales while coaching. When Brad Sugars retired, Steven was a part of the team that maintained Action Coach. During two years of his time as the Global Director of Coaching, training schools were established worldwide and the number of coach members went from 124 to 760. Keeping the cadence and staying energized Timestamp 17:52 Steve executes his coaching practice out of Australia; although, he has clients all over the world. In order to keep up with his coaching sessions and maintain a high-energy presence with his clients, Steve has a weekly structure that keeps him focused. On Monday, he focuses on client innovation and other enterprises. Tuesday through Thursday, Steve coaches his clients from 7:00am to 5:00pm. Friday, he rests from coaching and does additional activities such as interviews and podcasts. He also occasionally incorporates group workshops and meetings as well. The ability to rest and recuperate helps Steve stay on top of his coaching practice. Coaching as education Timestamp 23:03 Severin and Steve talk about the excellent outcomes that sometimes occur with unlikely clients. Both Severin and Steve have experienced coaching a business with lower revenue and watching them grow and succeed. Steve shares that “if you think of [coaching] as education… then you get a return on that educational investment.” Just like pilots who spend thousands of dollars for their training and get a return on their investment, individuals who invest in coaching gain a return on their educational investment. Executive coaches are able to get a front row glimpse at the powerful ROI that small businesses can receive from coaching. Wile E. Coyote and lessons of life Timestamp 27:41 When asked about his favorite topics to speak on, Steve shares the importance of understanding the psychology of business. One of his favorite metaphors focuses on the Wile E. Coyote. He will ask the audience to identify what Wile E. Coyote’s purpose is and they will most commonly respond that the goal was to catch the roadrunner. However, Steve shares that the goal of Wile E. Coyote is build and invent. If he eventually caught the roadrunner, he would have no reason to build and invent. Because of this, his “unconscious” mind would “sabotage” all of his inventions to make sure they never succeeded. Steve uses this to explain that leaders often do this in business. Business leaders “never want to finish the business because” they would be left without meaning. Business gyms and business hospitals Timestamp 30:54 One of the ways the Steve maintains his busy coaching schedule is by functioning as a business gym versus a business hospital. Steve explains that many executive coaches work as a business hospital—only servicing businesses that aren’t healthy and then ending the coaching relationship once they reach an acceptable level of health. Steve chooses to function as a business gym that takes in healthy businesses and makes them better. By focusing on building a business gym, the coaching relationship lasts longer and has a greater impact on the business leader’s life. Furthermore, it helps Steve spread his energy and guidance across more clients, ultimately increasing his positive impact on businesses worldwide. Elastic goals Timestamp 42:07 Each business leader has their own goals and vision that Steve centers their coaching on. However, these goals are elastic. Steve leads the executives he coaches towards these goals and encourages them to aspire to something greater. He shares an example of a client who bought their own jet. Steve states that “if I talked to them about that 6 years ago, it probably would have popped his brain.” Business leaders are “attached to their vision by an elastic band” and if executive coaches push their goals too far out, the executive will “rebound in the opposite direction.” However, Steve also shares that everyone has their limits and can decide to not invest further in their business. At this point, Steve identifies the roadblock and the client then exits the coaching if they desire. The pit crew Timestamp 45:32 One of the metaphors that Steven used during the development of the coaching industry is that executive coaches are the pit crews of the business world. Executives and business leaders can come into their coaching sessions and quickly get the tools and guidance they need until the next coaching session. In the same way, pit crews offer quick guidance and assistance to racers before entering back into the race. Overcoming your own programming Timestamp 50:41 When asked how Steve will measure his life, he shares that success to him is “breaking the mold.” He shares some of the excuses that people have for not wanting success and that it is important to overcome “your own excuses” and your “original programming.” Examining how you identify success and acknowledging your subconscious roadblocks to that success, much like the Wile E. Coyote metaphor, is key to “breaking the mold” and reaching your ultimate success goals. Copyright © 2021 by Arete Coach LLC. All rights reserved.