As the world continues its transition to the new virtual environment, executive coaches and businesses alike have adopted mobile applications as a means of managing their practice and maintaining engagement with clients and employees. In this insight article, we shed light on the most popular software and applications used by executive coaches to supplement and support their practice. “Our future success is directly proportional to our ability to understand, adopt, and integrate new technology into our work.” - Sukant Ratnakar Coaching software There are many software platforms available for coaches. Many of these platforms offer coaches the ability to organize their coaching sessions virtually; keeping track of client’s notes and goals all in one place. Many also provide a place for coaching session scheduling and progress tracking. These programs can help coaches improve the impact of their coaching practice by giving clients a way to revisit their coaching session goals and check-in periodically with their own progress. The following are a few apps used by coaches worldwide. There are many more software programs available, and therefore, we encourage you to view this as an informative introduction to the type of options available for your coaching practice. The MasterCoach App Kori D. Miller of Positive Psychology shares that the “MasterCoach app provides a strengths-based, action-focused experience for coaches and clients” (2021). The MasterCoach Institute shares that the app is based on their “Online Enterprise Coaching Programme.” This program shares with leaders a 3-step coaching model and how to use their MasterCoach App. This app is focused on identifying the strengths of individuals and provides action plans based on these strengths, which are then used as coaching templates. To maximize coaching impact, the app has a section that helps executive coaches and their clients “follow through” by keeping “track of all agreed action steps, and [requesting] your client to update progress regularly.” Reviews of the MasterCoach App are generally positive, often stating the value of having client information in one database. Coach Accountable Coach Accountable is a service that helps bridge the gap between coaching sessions. It reminds coached clients to accomplish their goals through a “game plan,” record keeping, and reminders. Coaches can also use the app to further “document” the “wisdom” given in coaching sessions, thus helping “clients actually do the work.” Coach Accountable encourages follow through with plans made during coaching sessions. The reviews for Coach Accountable are promising and Capterra reports Coach Accountable as an emerging app favorite for 2021. eMentorConnect eMentorConnect was identified by Capterra as one of the top executive coaching apps. This program offers appointment scheduling, curriculum management, goal management, mentor/coach matching, and progress tracking. eMentorConnect claims to “save time” by “matching and managing your participants,” “increase program engagement” with a “customizable platform,” measure “program success,” and improve “participant matching.” eMentorConnect has an overall 4.9 out of 5 star rating. Chronus Chronus is a software platform for coaches that claims to increase “mentoring program growth” by 88%, a ten-fold increase of ROI, and a 50% “increase in program engagement.” They seek to help executive coaches and businesses “engage, develop, and retain” their clients or employees. They have received the Brandon Hall Gold award for excellence in technology, been identified as one of the top 5000 “fastest-growing private companies in America”, and been awarded the Stevie Award for customer service team of the year. Their software is customizable and uses their proprietary “matchIQ” algorithm. Executive coaches can use this to track the progress of their clients, while giving clients access to their coaching plan outside of the traditional one-to-one coaching session. Together Together is a software platform that helps executive coaches “launch and manage internal mentorship programs.” They offer online registration, scheduling, development plans, and reporting. The program has been identified as a top executive coaching software app by Capterra and has a 5-star rating. “It is not what technology does to us, it is what we do to technology. Get smart with technology, choose wisely and use it in a way that benefits both you and those around you.” - Headspace.com Mindfulness apps Mindfulness has been shown to positively impact the executive coaching industry. See Dr. Ozzie Gontang’s analysis of how impactful mindfulness is for the executive coach and their clients here. The following list is only a handful of the many mindfulness apps available for download. Each app has its own pros and cons. We advise trying several apps to find what works best for you. Headspace The Headspace app gives users a library of “tension-releasing workouts, relaxing yoga, focus music playlists, and more” to help users incorporate “mindfulness [as] part of [their] daily routine.” Headspace states that their library of meditations can help users “learn to manage feelings and thoughts with the lifelong skill of everyday mindfulness.” They also offer informative articles so app users can further apply mindfulness techniques to their lives. Headspace has a 4.9 out of 5 star rating in the Apple app store. The Mindfulness App Courtney Ackerman of Positive Psychology states that The Mindfulness App “is a good app for beginners” and is an “app designed to train you in mindfulness” with guided meditations (2021). The primary goal of The Mindfulness App is to “help you to become more present in your daily life.” They have received a 4.7 out of 5 star rating on Apple’s app store. Mindfulness Daily Mindfulness Daily is an app that focuses on building the habit of mindfulness. This app reminds users to practice mindfulness at designated points throughout the day. The app has a “structured guided routine,” making it easier for users to habitually practice mindfulness. The Mindfulness Daily app has an average 4.7 out of 5 stars on the Apple app store (Ackerman, 2021). Ten Percent Happier Ten Percent Happier is an app that seeks to help users “learn to meditate from the world’s top mindfulness experts.” This app was developed from a book called 10% Happier by Dan Harris and claims that users will be 10% happier when practicing meditation. The Ten Percent Happier website also has several articles on mindfulness, answering several common questions about mindfulness meditation. “IQ and technical skills are important, but emotional intelligence is the sine qua non of leadership” - Daniel Goleman Emotional Intelligence apps Emotional Intelligence is also highly beneficial for executive coaches. Being able to acknowledge emotions helps people respond differently to situations, instead of reacting to them emotionally. The following apps are said to help with emotional intelligence development. Mood Meter The Mood Meter app seeks to help users “build emotional intelligence that lasts a lifetime.” The app helps people expand their emotional vocabulary, gain insights about their feelings, regulate their feelings, check-in with themselves, and view how their emotions are affecting their decisions, relationships, and performance. The Mood Meter bases its platform on the “RULER program” which has the following core skills: “recognizing, understanding, labeling, expressing, and regulate emotions.” On their website, they claim that the Yale Center for Emotional Intelligence says “The Mood Meter develops emotional intelligence over time. Learning to identify and label emotions is a critical step toward cultivating emotional intelligence.” My.Life Although this app initially seems similar to many of the above mindfulness apps, it specifically encourages users to acknowledge their current emotions. They offer users a list of emotions to identify with and then provide several activities to help manage this emotion. There are currently over 20,000 five star ratings for the My.Life app. In 2019, they were awarded the best app by Healthline.com and were a 2020 app of the day in the Apple app store. “The intelligent use of science and technology are the tools with which to achieve a new direction” - Jacque Fresco Other apps The following apps can also be applied to the executive coaching practice in a variety of ways. Positive Intelligence This app is a development of the Positive Intelligence program created using “Shirzad Chamine’s New York Times best selling book Positive Intelligence,” and his lectures at Stanford University. The goal of Positive Intelligence or PQ training is to determine your mental fitness. “Mental fitness is a measure of the strength of your positive mental muscles (Sage) versus the negative (Saboteur).” This app helps users increase their PQ score and mental fitness with various mindfulness strategies, 10-second PQ reps, community, and live video sessions. The Positive Intelligence program is a widely accepted and praised program. Their app currently has 4.7 out of 5 stars on Google Play’s reviews section and is used by Yale University, Google, and Stanford University, among other major businesses. FitOn It is a well-known and researched fact that fitness and physical health has a direct effect on mental wellbeing, career performance, and relationships with others. Because of this, fitness is a common goal amongst many individuals. The FitOn app offers multiple fitness workshops and classes of varying types and degrees of difficulty. The app also offers nutrition information and meditation sessions. This app has a 4.9 out of 5 star rating on the Apple app store. 360 Positivity For an extra boost of positivity, this app provides users with a short and positive quote every day. Their goal is to increase positive thinking in their users and inspire them to greatness. This app has a 4.5 out of 5 star rating on Google Play and has been featured in the New York Times and Harper’s Bazaar. The Main Takeaway As the coaching field continues to grow in participation and age, so has the use of mobile phone apps in today’s society. To stay up-to-date with the current trend of app usage by business leaders and society as a whole, executive coaches are encouraged to consider what apps can supplement and support their coaching process. “The number one benefit of information technology is that it empowers people to do what they want to do. It lets people be creative. It lets people be productive. It lets people learn things they didn’t think they could learn before, and so in a sense, it is all about potential” - Steve Ballmer References Ackerman, Courtney. “Top 14 Apps For Meditation and Mindfulness ( Reviews).” PositivePsychology.com, 24 May 2021, positivepsychology.com/mindfulness-apps/. Capterra. “Mentoring Software.” Mentoring Software - Review Leading Systems, www.capterra.com/sem-compare/mentoring-software/?gclid=CjwKCAjwjdOIBhA_EiwAHz8xmwOFl-1bOpynvlCD8YcsKdYR7ETp2HuF-4IPS_whq-PXtJwLmrE5sxoCmKsQAvD_BwE. Capterra. “CoachAccountable Pricing, Alternatives & More 2021.” Capterra, www.capterra.com/p/156610/CoachAccountable/. Miller, Kori D. “20 Helpful Coaching Apps and Software to Upgrade Your Practice.” PositivePsychology.com, 25 May 2021, positivepsychology.com/coaching-apps-software/. Murray, Becki. “The Best Well-Being and Meditation Apps.” Harper's BAZAAR, Harper's BAZAAR, 5 May 2020, www.harpersbazaar.com/uk/beauty/mind-body/g31467242/best-wellness-meditation-apps/. Copyright © 2021 by Arete Coach LLC. All rights reserved.

Episode #1036: Glean wisdom and insight from Janet Fogarty, a seasoned executive coach and Vistage Chair of 23 years, as she applies a new meaning to the word “WAIT,” reviews various types of psychometric tests available for use by executive coaches, and dives into the importance of group dynamics—all with the goal of increasing your coaching impact on clients and leading more effective executive coaching groups. About Janet Fogarty Janet Fogarty has been a Vistage Chair for 23 years, and has held many roles in the Vistage community such as a Master Chair, board member, and an adjunct faculty for training. Janet has worked with over 100 Vistage groups in 7 markets for over 14 years. She works with groups and individuals on group dynamics, thinking, and behavior. Janet is also certified in several assessments such as DISC and Emergenetics, and uses her knowledge to deliver workshops and coaching on the positive intelligence model. Before her coaching career, she was a successful business leader and Vistage member herself. Janet has a passion for bringing light to those around her and encouraging CEOs to become CEOs of their own lives. Today she serves her clients through Vistage and Abbondanza, Fogarty Connect. Watch the podcast Click here to listen to the podcast, or click below to view the podcast outline and transcript: Key highlights From Vistage member to Vistage Chair Timestamp 05:34 Before entering the executive coaching industry, Janet was a Vistage group member and business owner. She shares that in her Vistage group, it felt like she had “15 coaches all at once” as these peer group members challenged her and asked her the difficult questions. In her time as a Vistage member, she learned that she could design her life. Her peer group also helped her sell her business when the “age of the Internet” created a market that was not supportive of brick-and-mortar travel agencies. This sale eventually led her to being an executive coach herself. The value of variety Timestamp 10:19 In Janet’s coaching practice today she thrives with the variety of clients she serves. She has key groups, peer groups, and works with a variety of business owners and CEOs. In her time with Vistage, she has participated in multiple roles such as participating on advisory boards, doing training, and being a Best Practice Chair. Janet wants to extend the reach of her executive coaching practice outside of the realm of Vistage because she wants to inspire “meaningful conversations” with “the rest of the world.” Today, she extends her practice through a company called Abbondanza and her coaching practice called Fogarty Connect. Inspiration and individuality from Italy Timestamp 12:43 Janet takes great inspiration from the people and culture of Italy. She shares that “they live in joy.” She is inspired by “the art” of their daily lives and their “zest for life.” She also feels a connection to the history of the region. Janet lived in Rome when she went to school with some family members. After her first semester, most of her family went back to America, but she decided to stay. She shares that this moment gave her the opportunity to become “an individual” and be “individualized.” Janet states, “that was very powerful because then I started saying, ‘what do I need’, ‘what do I want?’ Huge pivot point for me in my life.” W.A.I.T. (Why Am I Talking) Timestamp 15:38 Severin shares a time when he learned the value of listening on his trip to Italy during college. Janet elaborates on this story by sharing an acronym W.A.I.T. – Why Am I Talking. She uses this acronym to remind herself to let her clients be the expert and that it is her role to ask the questions and dive deeper. By “leaning into the I don’t know” Janet is able to increase her positive impact on clients, their lives, and their businesses. Going beyond the client Timestamp 17:34 When asked about a lesson that was recently learned that she wishes she learned in the beginning of her career, Janet shares a story she calls the “Ralph Kramden story.” Janet once worked with a blue-collar individual to bring him to the point of the COO “wearing a three-piece suit” and “making presentations.” However, Janet shares that she actually had “pushed him beyond where he wanted to go… and it was a real struggle for him.” Moving to the position of a COO, was “not where he belonged… not where he was comfortable” and “not where he wanted to live. That wasn’t what his true self was.” After Janet sold her business, he left to drive an RTD bus. In this story, Janet learned that she can’t want something more than a client and that she can’t lead based on her “agenda.” Instead, coaches are called to listen to their client’s desires and bring clarity to their goals and ambitions. Severin relates to Janet’s experience by sharing a story of his own with a “lifestyle business” that had a unique reason for being in business. Using the left-hand margin Timestamp 20:25 In order to keep herself from “jumping to a conclusion,” Janet uses a technique called “left-hand margin.” Doing this means that when listening to clients, the things that spark her interest are written down and addressed later. By giving her clients room to talk freely, intentionally listening, and then intentionally revisiting specific topics or comments, she is able to “trust [her] intuition,” “stop” and ask questions, while increasing the bond of trust between herself and her clients. Filling your toolbox Timestamp 21:52 Janet calls herself an “assessment profile collector.” She is certified in several assessments such as DISC, Myers-Briggs, and Enneagram. She uses these various assessment platforms in tandem with each other, using whichever assessment suits her client and their needs best. Janet is also certified in Emergenetics which focuses on genetics and nature versus nurture. This assessment makes a “brain profile” by teasing out “behaviors versus thinking styles.” She also uses several other assessment profiles to aid in her client acquisition and when deciding whether or not to admit an individual to a group. These assessment profiles also assist her in her overall coaching process. Inspired by the Fierce Conversations assessment platform, she develops impactful and meaningful conversations throughout her coaching. All of these assessment programs fill Janet’s coaching toolbox with a variety of information, questions, and insights that increase the impact of her coaching practice. Advice for aspiring coaches and intention Timestamp 30:50 For those just starting their coaching career, Janet recommends that they should get their own coach first. Doing this will help the aspiring coach learn what it is like to have an executive coach and help them learn valuable questions. When preparing to be a coach, she also recommends that they should surround themselves with people who ask “level 3 questions” that are challenging and inspiring. Furthermore, she recommends being “in touch” with yourself, focus on your rate of retention, and practice. Severin shares that her advise reminds him of “intention” and Janet responds that intention is “what drives everything” for her. Having an intentional design for her life is something that she learned while being a Vistage member and has continued to be a motivating force in her coaching practice. The “ah-ha!” moment Timestamp 36:31 Janet shares that her best day ever is when her clients have an “ah-ha!” moment that she was able to be a part of. She describes this as “illumination.” Janet shares that she “[holds] the flashlight” but she can’t force people to accept it. Being able to lead her clients to deeper insights is what makes Janet’s best days ever as an executive coach. Is that okay? Timestamp 38:55 One of the most powerful questions that Janet asks her clients and those she encounters is questions like “where are you going with that?” and “is that okay?” She does this to encourage thought and questioning of what they truly want. She also likes to ask her clients “how do you know?” She shares that when working with executives “there’s a lot of knowing individuals” and challenging this can create insightful discussions. Healthy boundaries Timestamp 41:34 When asked about a valuable lesson she has learned, Janet shares the importance of following your own “healthy boundaries” and “intuition.” She relates this to her criteria for accepting new clients or peer group members. She shares that if she dreads “going to talk to someone” she has the permission to say, “I don’t need to do that.” In keeping with her criteria, Janet shares that it sometimes “separates” her from other groups, but she actually “believes strongly in discernment” and the importance of “group dynamics.” She views her peer advisory groups as their own entity in which she coaches the group as a whole. By establishing healthy boundaries for those she coaches, she is able create highly impactful groups and coaching sessions. Being your authentic self Timestamp 48:26 When asked about her “why,” Janet shares a Ted-Talk that claims business leaders should live under the three principles of addicts in recovery: rigorous authenticity, surrender to the outcome, and do the hard work. Janet’s “why” that pushes her to excellence is the ability to be “rigorously authentic” and having positive effects on those around her. Janet has a passion for giving those around her a “beneficial presence” and a positive impact. Copyright © 2021 by Arete Coach LLC. All rights reserved.

Since the COVID-19 pandemic, remote working and virtual employment have been on the rise. Employees around the world have developed a preference for virtual employment, leading some businesses to adopt hybrid or completely virtual employment models. However, as businesses transition to a more virtual employment model, employers are increasingly concerned about the personality traits that indicate success for remote work employees. This insight article aims to answer two questions: what traits do businesses need to look for as they hire new virtual employees? And, what personality traits are most likely to succeed with virtual employment? Below you will find our scientific research analysis of the The Big Five’s personality traits and how they influence the performance of virtual employees. Along with the research analysis of each trait, you will find three questions to consider if you are an executive coach working with executives or a business leader seeking to hire new virtual employees. Join us as we develop our understanding of the personality traits that are most successful in virtual employment and how you can use these principles in your business today. The Big Five Personality Traits Model The Big Five Personality Traits Model is considered to be the most “widely accepted personality theory held by psychologists today” (Lim, 2020). It focuses on five distinct categories of traits: Openness: willingness to try new experiences Conscientiousness: ability to be self-disciplined Extraversion: desiring the company of others Agreeableness: level of cooperativeness and compassion Neuroticism: prone to anxiety or other negative emotions (Lim, 2020 & Boundless, n.d.) This model of personality traits measures the presence of these five categories on a “spectrum.” For example, an individual could score moderately high for openness, meaning that they prefer spontaneous action most of the time, while another individual could score very low for openness and prefer a strict routine or schedule. Consider the graphic below as an example of a potential Big Five Model score. Support for the Big Five Model Due to the intricate nature of personality and the varying differences between cultures and individuals, the Big Five Model has been questioned in regards to its ability to measure the entire span of an individual’s personality (Lim, 2020). When hiring new employees or assessing the traits of executives, employers and executive coaches often focus on the traits that are most correlated with corporate success; not the intricate details of the applicant’s personality. Because of this, the Big Five Model is a valuable tool when assessing what characteristics are most important for virtual employment success. The Big Five Model has been used in various research articles to predict the future success of individuals. For example, research has identified correlations between Big Five Traits such as conscientiousness and agreeableness with career success “across many jobs” (Sackett & Walmsley, 2014, Nießen et al., 2020). The following sections dissect each trait’s relationship to virtual employment with supporting research. Personality traits to look for when hiring remote employees Trait #1: high levels of openness (a willingness to try new things) As companies further develop their virtual employment strategies, it is important to consider the traits of those who are most likely to accept virtual employment readily. Research shows that those with more openness to experience were more open to virtual employment (Luse et al, 2013). Researchers also state that “open individuals may perceive virtual team environments as a way to explore new ideas within a nontraditional team environment” increasing the ease of transition from traditional employment to virtual employment (Luse et al., 2013). This is an important trait to consider when creating virtual employment strategies within a corporation. When employers select which employees to transition to virtual or hybrid employment versus traditional employment, it is important to consider how “open” these employees might be to the transition. A lack of openness to virtual employment or returning to the traditional workforce can make the transition challenging for employees and the employer. If disgruntled enough, employees can seek other opportunities for employment, ultimately affecting the productivity of a corporation. Executive coaches should also consider their client’s openness to virtual employment management. If the executive of a corporation isn’t open to virtual employment, coaches can then begin the process of identifying how this could impact an executive’s business with their client. When hiring new virtual employees, it is important to analyze their openness to experience because this also addresses their ability to adapt to change. Because the virtual employment policies of many corporations are adapting and changing as new research and knowledge become available, employees must be open to adjusting their duties as needed. Questions to consider when addressing openness How do you feel when corporate policies that affect your job change? Are you open to trying new communication platforms or programs? How well do you adapt to new technology? Trait #2: high levels of conscientiousness (self-disciplined character) Conscientiousness has been identified by many researchers as a key trait for success (Nießen et al., 2020, Sackett & Walmsley, 2014, Wilmot & Ones, 2019). This remains true for virtual employees. In a qualitative research study, virtual employees reportedly had a significantly higher amount of conscientiousness. MacRae and Sawatzky attribute this difference to understanding that conscientious individuals “tend to be more self-motivated and able to manage their own schedules and deadlines independently” which is key to virtual employment success (2020). One of the central differentiating factors between traditional and virtual employment is the availability of oversight. Virtual employees in many organizations are able to create their own schedules and function without the presence of a manager or supervisor. Traditional employees are assigned a specific schedule and under the supervision of other corporate employees. The increased liberties afforded by virtual employment increase the need for self-discipline and organization (Lim, 2020). Business leaders must consider this increased need for conscientiousness and self-discipline when hiring new virtual employees or creating virtual training programs. Supporting employee’s sense of conscientiousness can be beneficial for the productivity of employees, which in turn supports the productivity of a business. Furthermore, executive coaches can also encourage their executives to invest in conscientiousness development. Encouraging executives to invest in their own ability to be “self-motivated” as well as their employees, can greatly benefit the productivity of their businesses when transitioning to virtual employment (MacRae & Sawatzky, 2020). Questions to consider when addressing conscientiousness Can you share an example of a time you showed self-discipline? How do you organize your work schedule? Do you feel that you are able to function effectively on your own? Trait #3: different levels of extroversion (high levels for virtual group work, low levels for individual virtual work) Current research shows that extraversion and introversion traits affect individuals’ preferences for virtual employment. Researcher Andy Luse states that extroverted individuals, “much rather work face-to-face as compared to virtually” as they are energized by personal interactions (Jarrett, 2020). However, this does not indicate that extroverted people cannot be successful in virtual environments. Despite their levels of introversion or extroversion, openness to the new experience of virtual employment has a greater influence on their ability to succeed in virtual employment (Jarrett, 2020). The key difference between those who are more extroverted than those who are introverted in the online workplace is that those with an extroverted personality tend to prefer virtual teamwork, while those who are considerably introverted tend to prefer individual virtual employment (Luse et al., 2013). Because of this, it is important to consider the nature of your virtual employment when hiring new virtual employees. If you are hiring for a position that is rooted in virtual group work, you should take into consideration the rates of extroversion of job candidates. Likewise, if the position included mostly individual work, take into consideration the ability of candidates to feel comfortable working alone. When working with clients who are experiencing difficulties adjusting their businesses to accommodate virtual employment, it is important for executive coaches to remind business leaders of these distinct differences in the personality of their workforce. Doing so can help business leaders create more effective strategies that accommodate both the extrovert and introvert. Questions to consider when addressing extroversion/introversion Do you prefer teamwork or individual work? Do you enjoy working with a team of individuals or do you find that stressful? Do you feel that your employees are more likely to be introverted or extroverted? Trait #4: different levels of agreeableness (low levels benefit virtual group work, high levels benefit virtual employment overall) For virtual employment opportunities that have a large amount of virtual teamwork, agreeableness might not be a desirable trait according to research done by William Swart and Judy A. Siguaw (2020). When studying students who underwent an intense course of virtual teamwork, they found that students’ levels of agreeableness decreased during the span of the study. They attributed this to the need to collaborate and share ideas virtually (Swart & Siguaw 2020). It’s important to note that agreeableness is not simply the ability to get along with others but instead is the tendency to trust and follow others’ ideas (Lim, 2020). Agreeable individuals are more likely to disregard their own ideas and insights in order to follow other group members’ ideas. Swart and Siguaw quote several articles in their research to support their claim that agreeableness is actually not beneficial to teamwork (2020). These insights indicate that when hiring for virtual employment positions that require a great deal of virtual teamwork, it might be best to develop teams with individuals that have a low ratio of agreeableness, who are more likely to contribute their own ideas, and who are unafraid to propose opposing ideas to the group. Business leaders should remember this when hiring new virtual employees for positions that involve lots of teamwork. If you only hire those with a high sense of agreeableness, the team might not brainstorm or share ideas effectively. Furthermore, executive coaches should consider this when creating virtual peer groups. Having executives in your coaching groups that are not afraid to speak their mind and disagree with others can push forward the conversation and help the group develop deeper understandings. Although lower levels of agreeableness are helpful when working in groups virtually, having a higher ratio of agreeableness can also help virtual employees. When virtual employees are working primarily on their own, and only occasionally work directly with other employees, agreeableness can help them take constructive criticism of their work better over email than those with lower levels of agreeableness (Clark, Karau, & Michalisin, 2012). This can reduce the amount of stress and conflict within a virtual organization. Questions to consider when addressing agreeableness How likely are you to share your ideas, even if they are different from others? Do you consider yourself a follower or a leader? How likely are you to confront others’ ideas if you disagree with them? Trait #5: high levels of neuroticism (increased likelihood of anxiety and other unlikely emotions) Neuroticism is related to emotional instability. Those with a higher ratio of neuroticism are more likely to be stressed, depressed, or worried about difficulties. Research shows that those with higher levels of neuroticism have more favorable attitudes towards virtual employment (Clark et al., 2012). Researchers suggest that this is because virtual employment can “provide shelter from interpersonal anxieties that might be experienced in the traditional, face-to-face office environment” (Clark et al., 2012). While it may be assumed that neuroticism should be avoided, it is important to note that it can be beneficial. Stress often encourages people to meet deadlines and achieve goals. In fact, Arlin Cuncic author of “7 Weeks to Reduce Anxiety” states that those with high functioning anxiety (closely related to neuroticism) can have a “seemingly perfect exterior” in their professional lives due to their pursuit of perfection and fear of failure (2020). Giving these individuals who have a high ratio of neuroticism the opportunity of remote employment allows them to work successfully from home without additional stressors from social and commuting situations. Therefore, when hiring individuals for virtual employment, you shouldn’t be too concerned with high ratios of neuroticism. Instead, focus on how the employment best suits them as a whole individual and listen to their reasons for preferring virtual employment. Most importantly, executive coaches who understand neuroticism or anxiety can encourage business leaders to offer virtual employment opportunities to increase the effectiveness of employees with a high ratio of neuroticism or anxiety. Questions to consider when addressing Neuroticism Would you say you are more stressed than the average individual? What about virtual employment suits your personality? How often do you worry about things out of your control? Other important traits Although the Big Five Personality Trait index is a valuable and scientifically proven tool for personality assessment, there are other characteristics that can be helpful for remote employers as well. Honesty Related to the personality trait of conscientiousness, honesty is also important for remote employees. Research shows that those with higher rates of conscientiousness are more likely to be honest (Horn, Nelson, & Brannick, 2004). Honesty is a vital part of remote employment because of the increasing trend of over-employment. This trend involves remote employees manipulating their employers into thinking that they are working for them full time, only working part-time—doing the minimal work possible, and taking on a second, or even third job. Honest employees are less likely to manipulate their employees in this wasteful and deceitful practice. For more information on this increasingly manipulative trend, read our insight article on over employment here. Communication Due to the nature of virtual employment, virtual employees need to be able to communicate effectively over email, Zoom, and other virtual platforms. This skill can help employees keep their managers and bosses in the loop on their project completion and productivity (Parris, n.d.). Problem-solving Because managers and co-workers may not be readily available to help employees when they face technical issues, it is important for remote employees to have the ability to solve their own problems. Problem-solving skills can prevent standstills in employee productivity that can occur due to technical issues (YEC, 2018). The main takeaways According to the research above, the Big Five Personality Traits relate to virtual employment as follows: Openness to new experiences directly supports an employee’s transition to virtual employment as it encourages employees to be open to the new opportunities that are available via virtual employment. Conscientiousness, or the ability to be self-disciplined, is vital to the virtual workforce, as it enables employees to work on their own without the direct supervision provided by traditional employment. Extroverted employees are likely to prefer face-to-face employment when possible. However, if virtual employment is necessary, extroverted individuals particularly enjoy working in groups virtually. Individuals with lower levels of extroversion thrive in remote work that is individualized without much group involvement. Agreeableness is not beneficial to virtual teamwork but can be beneficial when working independently. Virtual employment offers those with high ratios of neuroticism the opportunity to excel without the additional stressors of the face-to-face employment. Business leaders and executive coaches should consider these insights when confronting the challenges of the newly developing virtual workplace. Understanding how different personalities are expected to react to virtual employment gives business leaders the opportunity to address these personality differences when creating virtual employment policies and hiring virtual employees. Executive coaches can also use these insights when coaching their clients. Understanding the varying personalities that executives have can better help executive coaches guide their clients to a greater understanding of their own situations. References Boundless. (n.d.). Boundless Management. Retrieved from https://courses.lumenlearning.com/boundless-management/chapter/personality/ Clark, L. A., Karau, S. J., & Michalisin, M. D. (2012). Telecommuting Attitudes and the ‘Big Five’ Personality Dimensions. Journal of Management Policy and Practice, 13(3), 31-46. Retrieved from http://www.na-businesspress.com/JMPP/ClarkLA_Web13_3_.pdf Cuncic, A. (2020, November 18). What High Functioning Anxiety Feels Like. Retrieved from https://www.verywellmind.com/what-is-high-functioning-anxiety-4140198#citation-6 Horn, J., Nelson, C., & Brannick, M. (2004). Integrity, Conscientiousness, And Honesty. Psychological Reports, 95(5), 27. doi:10.2466/pr0.95.5.27-38 Jarrett, C. (2020, June 2). The personalities that benefit most from remote work. Retrieved from https://www.bbc.com/worklife/article/20200601-the-personalities-that-benefit-most-from-remote-work Leigh Anne Clark, Steven J. Karau, Michael D. Michalisin, (2012) "Telecommuting Attitudes and the ‘Big Five’ Personality Dimensions," Journal of Management Policy and Practice, Vol. 13, Iss. 3, pp.31 - 46 Lim, A (2020, June 15). The big five personality traits. Simply Psychology. https://www.simplypsychology.org/big-five-personality.html Luse, A., Mcelroy, J. C., Townsend, A. M., & Demarie, S. (2013). Personality and cognitive style as predictors of preference for working in virtual teams. Computers in Human Behavior, 29(4), 1825-1832. doi:10.1016/j.chb.2013.02.007 MacRae, I., & Sawatzky, R. (2020). Remote Working: Personality and Performance Research Results. Retrieved from https://static1.squarespace.com/static/5b045109c258b4052b14cd0d/t/5e28792a6b8c1a130743bec1/1579710768235/Remote Working - Personality and Performance Research Results.pdf. Nießen, D., Danner, D., Spengler, M., & Lechner, C. M. (2020). Big Five Personality Traits Predict Successful Transitions From School to Vocational Education and Training: A Large-Scale Study. Frontiers in Psychology, 11. doi:10.3389/fpsyg.2020.01827 Parris, J. (n.d.). 8 Characteristics of Successful Remote Employees: FlexJobs. Retrieved from https://www.flexjobs.com/blog/post/5-traits-you-need-to-work-from-home/ Sackett, P. R., & Walmsley, P. T. (2014). Which Personality Attributes Are Most Important in the Workplace? Perspectives on Psychological Science, 9(5), 538-551. doi:10.1177/1745691614543972 Swart, W., & Siguaw, J. (2020). The Transformational Impact of Intense Virtual Teamwork Experiences on Team Member Psychometrics: An Exploratory Study. American Journal of Management, 20(1). doi:10.33423/ajm.v20i1.2756 Wilmot, M. P., & Ones, D. S. (2019). A century of research on conscientiousness at work. Proceedings of the National Academy of Sciences, 116(46), 23004-23010. doi:10.1073/pnas.1908430116 YEC. (2018, February 06). Council Post: 10 Traits To Look For When Hiring A Remote Employee. Retrieved from https://www.forbes.com/sites/theyec/2018/02/06/10-traits-to-look-for-when-hiring-a-remote-employee/?sh=4d2bbfc663df Copyright © 2021 by Arete Coach LLC. All rights reserved.

Episode #1037: Gain perspective in an interview with executive coach, lecturer, speaker, storyteller, entrepreneur, and the President of Vistage Spain, Conor Neill, on his successful career and coaching journey. During this conversation, Conor discusses the impact and importance of metaphors and stories, as well as three truths and aspects of speaking that have made his speaking engagements impactful and inspiring. Continue reading for a new outlook on the power of insightful questions, inspiring storytelling, and sage metaphors. About Conor Neill Conor Neill is an executive coach, lecturer, speaker, storyteller, entrepreneur, the President of Vistage Spain, and Senior Lecturer at IESE Business School—one of the top business schools in the world. At the onset of his career, Conor worked at the London Office of Accenture for just over a decade and went on to run several businesses thereafter. With his passion for growing businesses, he became President of the Entrepreneurs’ Organization’s (EO) Spain Chapter—one of the top 10% EO chapters worldwide. A few years later, he began his role as the President of Vistage Spain, which he continues today. Throughout Conor’s experience, he has delicately balanced his career and academia. In addition to his position as Senior Lecturer at IESE Business School, he is also a Visiting Professor at the University of College Dublin and the University of Montevideo. In addition to Conor’s notable experience, he shares his wisdom in a widely popular YouTube page with over a quarter of a million subscribers—with his most popular video reaching 14 million individuals. Conor is a master of growing businesses, networking, building relationships, and inspiring greatness in those around him. Watch the podcast Click here to listen to the podcast, or click below to view the podcast outline and transcript: Key highlights Experiencing the Entrepreneurs’ Organization (EO) Timestamp 03:58 Conor Neill is a member of the Entrepreneurs’ Organization in Spain and has gained immense value from his membership. In the Entrepreneurs’ Organization, also known as EO, new members are recruited by existing group members. Unlike Vistage, there is no main leader or chair of each group. Because of this, EO has three central rules that must be followed by all members. These rules require that (i) each member is a proactive contributing member, (ii) all conversations held within the group are kept confidential, and (iii) members only speak from their own experience. The value of Vistage Timestamp 07:44 With Conor’s experience in both EO and Vistage, he recommends that if a CEO or business leader is past the entrepreneurial stage, they join Vistage. Conor states that when comparing Vistage to EO, Vistage is “more goal-oriented” and has more interest in what the group members’ “aspirations are as a business.” Vistage groups offer a team of fellow leaders that are allowed to call him/her out when they feel that they are slacking in their goal attainment. Conor shares that “in Vistage, there’s a greater interest in seeing your life moving forward, seeing you making measurable, deliberate progress.” The story of the storm, buffalo, and cows Timestamp 13:39 Conor has a passion for storytelling. One story that Conor tells is of the storm, buffalo, and cows. When storms come to the Great Plains, the cows and buffalos of that region have very different responses. The cows panic and run. Meanwhile, the buffalos remain calm, face the storm, and continue to graze the fields. In his speaking engagements, Conor uses this story to explain that a “heroic response” to pain is “to go into the pain” and face it. This story has had great impact on Conor’s speaking engagements and inspires the audience to be bold. Severin comments on the importance of stories and how some audience members “won’t remember their own culture” but instead will remember an impactful story that inspired them. The story of the wheelbarrow Timestamp 17:15 Conor also uses another story in his speaking engagements called the wheelbarrow story. This is a story of a small number of people who were taken from an isolated tribe and shown the current technology of Singapore. Although these people saw advanced technology, planes, and homes they had never seen before, the most valuable thing they brought back with them was the wheelbarrow. Conor explains by stating that “anything that is just beyond your level of current understanding, you can see, but anything that’s too far beyond it looks like magic…The only things that are real to us are the things that are just outside our current zone of understanding.” This metaphor explains why it is important for executive coaches to walk with their clients towards their goals and not create goals that are unattainable from the client’s perspective. Learning to serve Timestamp 19:57 One of the reasons Conor uses stories, is because they have the power to help people and it gives him the opportunity to help others. In order to better explain this, Conor shares a story of an old man who got to see Heaven and Hell. In Hell, everyone was trying to feed themselves, but were unable to. In Heaven, everyone was feeding each other and living in satisfaction and peace. Stories help Conor “serve others first.” Serving others first can develop greater teams, groups, and leadership. It can also build trust within an organization or group. Burning away superficiality Timestamp 25:46 Conor explains his “why” using a model of a candle. He shares that the “flame of a candle can light infinite other flames.” Conor sees the coaching that he provides to other people as a way to pass on his flame of wisdom to others and “burn away all that is superficial in other people.” He shares that people often self-sabotage themselves and loose motivation only because they forget who they are. Conor hopes to counteract this by using his coaching to eliminate the superficiality that many operate under. Three truths and levels of connection Timestamp 30:24 Along with his coaching practice, Conor also has a successful YouTube channel. On his YouTube channel, he focuses on the three levels of connection taught by Aristotle and the three types of truth. The three levels of connection taught by Aristotle are logos (logic), ethos (credibility), and pathos (emotion). Conor uses each of these aspects in his speaking engagements to better engage with his audience. Conor also shares the three types of truth taught by Yuval Noah Harai: objective, subjective, and intersubjective. Not only does he use these types of truth in his coaching practice and speaking engagements, he also uses them to help detect lies and dishonesty. The power of questions Timestamp 39:29 Questions can give others the opportunity to develop new insight and understandings. Conor shares a story from his childhood about a teacher that impacted his life the most and how the experience taught him to continually record the questions he has. Conor states that “the most powerful leadership book that any of us could read… [is] your own life well documented.” This teacher inspired him to journal his questions and ideas throughout his life. Conor also learned the value of questions from his friend Tony Anagor. Through Tony’s questions, Conor learned that “external metrics” cannot offer him peace. Instead, he learned he had to transition his mindset to an “unconditional peace.” Conor has carried this ideology of “unconditional peace” throughout his journey as an entrepreneur and executive coach. Clarity and certainty Timestamp 52:45 Before Conor steps into a class he is about to teach, he shares that he will “stand at the door,” look at the waiting class, and “imagine them all as 5-year-olds.” Conor states that he sees “each of us as if we’re all 5-year-olds dressed in the clothes of adults and kind of waiting for the instruction book to be given to us… trying to figure out how to make sense of this world.” Conor compares this to the mindset of a famous runner he interviewed who ran with very clear destinations and awareness of his path. While the successful runner is aware of his path, the majority of people are “pacing with absolute certainty but have no idea where they’re really going.” This metaphor for life, reminds Conor about the importance of having a direction and a clearly defined path to that destination. Tolstoy’s “The Death of Ivan Ilyich” Timestamp 57:00 When examining how he would answer Severin’s question, “how will you measure your life?,” Conor shares a story called “The Death of Ivan Ilyich.” This story is of a man who spent his life out of relationship with others and found out he only had a few months left to live. During his last months of life, he spent his time breaking all the rules and manipulating the bureaucracy he used to work for to get a park made for the community. The man eventually passed away and the park was built shortly after with another man’s name on it. Although the park doesn’t have his name on it “the park would never have existed” without him. Conor shares that “it doesn’t matter that his name is known or not, but it matters that the future generations have access to something, to some way of living, to something that would not” have existed if he hadn’t lived. Conor uses this story as inspiration for how he will measure his life. Conor explains that he will measure his life by how he followed or broke the rules as well as what changes he made to the world and lives of those around him. Copyright © 2021 by Arete Coach LLC. All rights reserved.

Episode #1038: Severin Sorensen and Allen Hauge discuss the importance of economics, the true meaning of leadership, trends of today, and the importance of gratefulness in this episode of the Arete Coach Podcast. Join us for insight on how Allen Hauge has become a high-impact executive coach and has received not only the Don Cope award, but also the Pat Hyndman and Star Award as well. About Allen Hauge Allen Hauge has been an executive coach with Vistage for over 27 years and a recipient of the following awards: Vistage Best Practice Chair, Master Chair, Chair Excellence, Don Cope, Pat Hyndman, and Star Award (2010-2020). Currently, Allen leads five peer groups of over 100 CEO, C-level executives, and emerging leaders in the greater St. Louis area. Before entering the executive coaching industry, Allen was a part of ITR Economics and the Great Economic Forecast. There, Allen developed his expertise in the world of economics. He has also served as an advisory board member for the Institute for Trend Research and as the president and board member of the Civic Entrepreneurs Organization. Upon his entrance into executive coaching, Allen embraced the learnings and lessons ahead of him by attending all the trainings available to him. His ambition for knowledge has enabled him to be not only a skilled executive coach, but also a wealth of knowledge to new coaches as a Vistage coach trainer. Allen’s passion for impacting the lives of others has ultimately created ripple effects of positivity and growth in all the lives of those around him. Key highlights Allen’s journey into executive coaching Timestamp 02:42 Allen was inspired to join Vistage after seeing an advertisement that introduced the organization and its impact. After seeing the ad, he started the coach training process in San Diego and began the group recruitment process. Allen started his career with Vistage by incorporating those he had already recruited into a pre-existing group that he would take over and lead. Throughout his journey, Allen shares that he “took advantage of” the many “great training opportunities” afforded to him by Vistage. Allen states that “I would not have any of the success I’ve had as a chair, but for the training that they offered early on.” True leadership Timestamp 06:09 In response to Severin’s question about how his previous career has affected his coaching today, Allen shares his learnings on the concept of leadership versus authority. As he grew into the great coach he is today, Allen states that leadership is more about “attitude,” “choice,” “having a little guts,” and being “willing to ask that great question” or “challenge someone.” Allen has learned that “anyone” regardless of their level of authority in a corporation “can be a leader.” Economy: the water we swim in Timestamp 07:58 Allen sees the economy as “the water” business leaders “swim in.” Because of this, he intentionally incorporates a discussion of economics into his coaching sessions. In response, Severin shares a story of how having discussions about the economy helped him as a Vistage member. By having these discussions, Severin was able to make predictions about the future of his economic sector. Allen developed his knowledge of the economy through both his educational background and his experience with ITR. A key element in the use of economic predictions and data is understanding the “business cycle.” Allen states that the heart of economics is knowing that “there will be recessions and there will be expansions…the key is to be ready.” Economic trends of today Timestamp 14:33 In response to Severin’s question about the economic trends of today, Allen shares how the COVID-19 virus has only spurred on changes that were “going to happen anyway.” He also shares the effect that working from home has had on the hiring process. Recently, job applicant ghosting has become an increasingly popular challenge faced by executives and business leaders. Allen believes that working from home “has to some degree contributed to” the rate of job applicant ghosting because “people are not as attached to the culture of their organization.” Severin agrees with Allen’s statement and mentions the new “free agency” that employees have in the current economy stating that employment is “becoming more transactional.” Having an H.R. Brand Timestamp 19:14 During Severin and Allen’s discussion on the changes of the employee-employer dynamic, Allen shares some insight he gained form H.R. pro, Hunter Lot. Not only do business leaders need to have a brand that is directed towards customers, but they also need to have branding directed towards job applicants. Severin relates to this idea by sharing insight about an employer review website: Glassdoor. Business trends to be aware of Timestamp 22:29 Allen predicts that there will likely be a “Great Depression 2” by the year 2029 or 2030 because many baby boomers who have retired will be brought back into the workforce for financial reasons. However, Allen also predicts that there will be much more technology available. He emphasizes the changing demographics and culture of the American community as well. In spite of all of these changes, Allen states that “America has always been good at adjusting…It’s going to be about how we respond.” A lifetime of learning Timestamp 24:37 Allen has taken the stance of a lifelong learner. At the beginning of his career, he went to “all the trainings that Vistage had for new chairs.” He even attended some trainings twice because he really wanted to understand the information well. His introduction to the training side of executive coaching began when he helped Charlie Davis lead a training workshop. From there, he did co-trainings with Susan Scott, which ultimately lead him to be a part of the Vistage faculty for 15 years. One of the ways that Allen keeps his knowledge green and growing is his reading and writing. Allen writes a blog that often references books he has read and learned from. He attributes his vast amount of knowledge to the old saying “if you really want to learn something, teach it.” Emotional triggers Timestamp 27:38 When discussing challenges or issues with a client or group member, Allen takes special care in the preparation of discussing the issue/challenge. Allen shares that “issues are emotional” and helping leaders work out the emotional side of challenges can be a huge help before working with them towards a solution. During Zoom meetings, Allen will utilize breakout rooms to help individual groups clarify the challenge before bringing it to the whole group. This helps people take advantage of the perspectives of those around them, see different approaches, and “access” all of “their faculties.” Advice to aspiring executive coaches Timestamp 30:28 Allen’s advice to aspiring executive coaches is to understand that clients are “much more likely to take action and then make a decision… if they come to the conclusion themselves.” Allen states that as an executive coach, “your job is to help them… think through what the issue is… ask questions,… [and] bring in resources.” Instead of consulting and providing answers, executive coaches walk with their clients towards a solution. Powerful questions: “why is this your problem?” Timestamp 32:25 Allen shares that often in his executive coaching groups and one-to-ones, he will hear or deliver the question “why is this your problem?” Sometimes the business leaders need to realize that what they are facing is not actually their problem and that they need to bring in additional resources. Other times, Allen must show business leaders that some challenges only have a “best” solution, not a “good” one. He shares that “a lot of CEOs have trouble with anything less than a good answer” even though sometimes that is their only option. Another powerful question that Allen will use is “if ____ were here right now, what would they tell me?” When Allen uses this question, he states that he is “trying to get the person to understand that they may not have all the information they need to make a decision.” History and its lessons Timestamp 36:42 One of Allen’s favorite quotes is “history offers lessons, not rules.” Severin and Allen use this quote to discuss the importance of learning from history and how different people can take away different life lessons from the same experience. Severin shares a quote from Peter Drucker that emphasizes the importance of learning from others’ experiences as well. He also shares an example of how the Great Depression affected his grandparent’s outlook on finances years after the crisis. In this discussion, we learn that as the world around us changes, the lessons we’ve learned from history might also need to change. A life of impact Timestamp 39:35 Allen is currently chairing a Vistage program called “Emerging Leader” which focuses on younger up-and-coming leaders. In this group, he shared an article written by a very popular business leader in the 70s, 80s, and 90s. However, none of his group members knew anything about him due to their age. In this moment, Allen learned that like this previously famous business leader, people will probably not remember his name, but they can be influenced by the impact he made on their lives. Allen states that “What I want to focus on is the influence that I can have in framing the future… whether you’re a chair or a coach, whatever we do things that set forth a chain of events that will extend through time.” One way that Allen has seen the impact he has made on others is through his Cope Award. When Allen received this award, he was able to see many of the individuals he has coached, trained, and learned from all in one room. Allen explains that the award meant so much to him, not because of the award itself, but because the relationships, friendships, and business relationships that it reflected. A friend will tell you Timestamp 48:22 When asked about a valuable failure that he has learned from, Allen shares a story of a good friend who gave him some valuable constructive criticism. Early in his coaching career, Allen was coaching a key executive group the same way that he was coaching CEOs. A good friend of his advised him to “work on” his approach to this group because it wasn’t having the desired impact. Allen states that while he “hated to hear that” he was “really glad” that he did. Allen then started a conversation with the group about their needs and readjusted his coaching practice to better suit the group. A grateful life Timestamp 50:54 A huge part of Allen’s perspective is gratefulness. He shares with Severin that he has a list of 30 things that he is grateful for and reflects on these every day. Throughout the COVID-19 pandemic, being grateful is something that has helped Allen “manage” himself despite the challenges. “I’m very grateful for learning how to be grateful,” states Allen. 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.

This insight article examines New York Times Bestseller, USA Today Bestseller, and #1 Wall Street Journal Bestseller, the Trillion Dollar Coach. The Trillion Dollar Coach tells the story of Bill Campbell and his journey through the sports industry, the corporate world, and into high-impact executive coaching. Bill’s journey of success and triumph can teach many lessons to the executive coaches of today. Below we outline the journey of Bill Campbell and three characteristics of impact he displayed throughout his biography the Trillion Dollar Coach. Bill’s journey to executive coaching Early signs of greatness Bill is described in this biography as someone who avoids the limelight and seeks to help others. Throughout his entire career, he was others-focused and lived a life of care for those around him. In high school, Bill was already showing signs of leadership through his dual role as a football star and an academic whiz. Bill left his hometown in Pennsylvania and headed to Columbia University in Manhattan, continuing his success as a football player. He soon became an assistant coach to Boston College, until his return to his alma mater as head coach in 1974. Failures and learnings Unfortunately, Bill’s return to Columbia was wrought with difficulties, likely stemming from a lack of faculty funding. However, Bill comments on his valuable take-away from this season… “There is something that I would say is called dispassionate toughness that you need [as a football coach], and I don’t think I have it. What you need to do is not worry about feelings. You’ve got to push everybody and everything harder and be almost insensitive about feelings. You replace a kid with another kid; you take an older guy and replace him with a younger guy. That is the nature of the game. Survival of the fittest. The best players play. In my case, I worried about that. I tried to make sure the kids understood what we were doing. I just think I wasn’t hard-edged enough.” While this strategy may not have been ideal for the football field, it shows great promise to the makings of a business leader. An entrance to the corporate world After his football career came to a close, Bill entered the corporate world through positions with Kodak and Kraft. One day, an old buddy from Columbia connected Bill to John Sculley, ultimately leading to his position as Vice President of Sales at Apple. Bill had great success with Apple and was ultimately offered a position as CEO of Apple’s spin-off, Claris. This was the launching point of Bill’s longstanding career as a CEO of various companies including the GO Corporation and Intuit. An act of loyalty Just like Bill’s loyalty led him back to his alma mater, Bill spoke up for Steve Jobs when he was forced out of Apple in 1985. Steve remembered this loyalty and introduced Bill as a member of the Board of Directors. Through this position, although he wasn’t aware of it, Bill was in many ways coaching the executives he came in contact with. Introducing the executive coach After stepping down from his position as CEO of Intuit in 2000, Bill was invited to Kleiner Perkins, a venture capital firm, as an executive coach. This invitation spurred on the collision of Bill’s passion for coaching, caring for others, and his skill in the corporate world. He began coaching for Google’s founders and leaders, greatly impacting the future of Google. Bill soon started coaching other business leaders from companies such as Apple, Intuit, eBay, Twitter, Flipboard, Numenta, Facebook, and Nextdoor. He even coached Vice President Al Gore, the President of Columbia University, and many other impactful leaders in Silicon Valley and beyond. What executive coaches can learn from Bill Executive coaches can learn a wealth of practical knowledge and coaching wisdom from the life and perspective of Bill Campbell. Throughout Bill’s biography, three main elements of Bill’s character continually support both his development as a coach and the development of everyone around him: genuine care, loyalty, and valuing risk-taking. How to best use this summary After each example of Bill’s care, loyalty, or risk evaluation, we introduce a question for you, the executive coach, to ask yourself and ponder over. We encourage you to use these questions as an opportunity to enhance your coaching strategies and increase your impact on the lives of those around you. Genuine care creates greatness Throughout Bill’s life, he displayed great care and genuine interest in the lives and well-being of everyone he came in contact with. He showed his genuine care in many ways to those around him. In fact, Bill believes that his care for each of his football players is what held him back from being an excellent football coach. However, this immense care transferred to the corporate industry with drastic success. From his vibrantly genuine greetings, marked by his bear hugs and laughter, to his generosity towards others, Bill constantly made a positive impact on those around him. Often in his coaching, he wouldn’t even take payment. He coached out of genuine care for others, seeing his measure of success as how many people he helped excel in their careers. In the words of Nirav Tolia, Co-Founder and CEO of Nextdoor, “Bill was one hundred percent substance.” Bill displayed his genuine care for his coachees and all of those around him in various ways. How can you act on the care you have for others? Genuine questions One of the ways Bill showed his genuine concern for those around him was his genuine questioning. Before getting to business in group meetings or individual coaching sessions, Bill always talked about family first. He asked genuine questions, beyond “how are the kids?” He would ask about the outcomes of kids’ soccer games and schooling. Bill even displayed a genuine interest in the vacations and experiences that those around him had outside of the office. This helped those around him feel more comfortable bringing up their ideas during meetings and feel more comfortable being candid during coaching sessions. How well do you keep up with the lives of your coachees? How can you use that information to spark genuine questions and conversations? Management with caring kindness Throughout his corporate career and the coaching he provided to the leaders of Silicon Valley, Bill always advocated for caring kindness. One of his essential questions was “How do you bring people around and help them flourish in your environment?” He advocated for caring management that projected humility and selflessness, care for the company, and care for the people. Once, one of Bill’s coaching clients was considered to be an intense manager and was given the title of a “Tech Tyrant” by a popular magazine. While Bill’s client was proud of this, Bill responded with disappointment. In response, he told this “Tech Tyrant,” “What if I were to send this to your mother?” Instead of a management style of tyranny, Bill often told his coachees to “think that everyone who works for you is like your kids...help them course correct, make them better.” Bill showed his genuine care for everyone around him, regardless of their position in a company by advocating for this type of caring and kindness that comes from management and business leaders. How often do you emphasize the importance of kindness to your coachees? Dependable caring Bill’s caring nature for those around him was dependable and trustworthy. He kept his word, was loyal to others, and was a trustworthy confidant. Once, Bill made a promise to take care of his football players. Unfortunately, this player became injured and was no longer able to play. Regardless, Bill still upheld his commitment to look out for this player, keeping him on the team, and working to uphold his athletic scholarship. When those around him fell ill, either temporarily or chronically, Bill was always there to check-in and help in any way he could. When Bill made a promise, he pulled through no matter what. He was a dependable source of support and caring for all of those around him. Would your coachees consider you a reliable source of support and guidance? Valuing diversity and equality Bill recognized that everyone was different, had their own stories, and had their own perspectives. In meetings, he wanted to hear everyone’s opinions. Even in his day-to-day interactions, he treated everyone with the same kindness. In the words of Mickey Drexler, former CEO of J.Crew, Bill “acted the same way with the store associates as he did with the people on the Apple board.” Bill also valued cultural, racial, and gender equality. He had “zero tolerance for any gender bias.” He supported the role of women in the corporate workplace and even coached girls flag football. In what ways do you support your coachees’ diversity and equality efforts? Is your pool of coachees diverse? Community Bill’s care for others extended beyond the individual and to the community as a whole. He was known for hosting Superbowl getaways and various other trips. Furthermore, before his passing, he ensured that these Superbowl getaways continued by allocating funds for up to a decade of Superbowl getaways. Bill didn’t sponsor these getaways because he loved the Superbowl. Instead, he loved the community that was built around the trip and the ability that it gave him to care for his friends, employees, coworkers, and family. In what ways do you intentionally develop community? What have been your results from these efforts? Intentionality One of the many ways Bill displayed his genuine care for others was his intentionality with the conversations and commitments he had. He was intentional about paying attention to the emotional cues that individuals would give during meetings and coaching sessions. He prepared for coaching sessions, asked questions, and listened well. One of his coachees Salar Kamangar, former CEO of YouTube, shared that “Bill was uplifting. No matter what we discussed, I felt heard, understood, and supported.” Another example of his intentionality is how he would ignore business phone calls when coaching girls’ flag football. He would even go as far as intentionally connecting business leaders to each other if he thought they would both benefit from the connection. Bill intentionally helped, cared about, and uplifted those around him at all times. Are you intentionally invested in every conversation you have or does your mind wander? How can you learn from Bill’s practice of intentionality? Loyalty to excellence Bill was known for sticking to his guns. He was blunt and loyal to the causes he ascribed to. Bill was always loyal to achieving excellence. When Steve Jobs was forced out of Apple in 1985 he was noted as saying “We’ve got to keep Steve in the company. He’s way too talented to just let him leave!” Bill wasn’t swayed by office politics, instead, he was loyal to both his friend and the excellence he advocated for. Bill also advocated for excellence when building teams. He is quoted as saying “You can’t get anything done without a team.” His loyalty to excellence helped him build teams with the right people cheering them on and was said to have “kicked them in their collective butt when they were underperforming.” Bill found excellence in people who were smart, worked hard, had integrity, and had grit. No matter what company he worked with or who he coached, he instilled a “culture of winning” in his loyalty to excellence. How do you encourage your coachees to pursue excellence? How do you pursue excellence in your own coaching? Loyalty to the cause When business challenges rose that caused emotional damage, difficult change, or conflict, Bill always was loyal to the cause of the company and his own self. On several occasions, Bill encouraged disheartened executives to remain loyal to their companies and consider the amount of work they had already put in. Bill’s advice kept executives from throwing in the towel too early and missing out on the benefits of resiliency and a growing business. He is quoted as saying “Your pride is getting in the way of what’s best for the company and for you.” How do you encourage your coachees to stay loyal to the cause of their company? What is the “cause” of your coaching? Leaders value risk Risk is often discussed in a negative way. However, in Bill’s perspective, risk is something to be evaluated and acknowledged as an opportunity for growth. What is your perspective of risk? Does it need to be reevaluated? Reasonable risk Bill never shied away from taking up reasonable risks. He made his mark at Apple by debuting the brand’s famous Superbowl after receiving some pushback on the commercial. He always sought to make “decisions with integrity” and be a decisive leader. He wasn’t afraid to go against the crowd if he thought there was a better way to lead. In the words of Shona Brown, Bill was an “evangelist for courage.” How do you take reasonable risks in your coaching? How do you encourage others to take reasonable risks for their career advancement? Embracing change Unlike the standard business meeting, Bill wanted to hear everyone’s own opinion, including everyone in the conversation. In examining these opinions, he strove for the best idea, not group consensus. Because of this, the meetings he led never succumbed to some of the challenges that “group think” can create. He also encouraged hiring for change and what he called “aberrant geniuses” that could be difficult to manage but were “differentiators.” Bill wasn’t afraid of challenging the norm and looking for ways to change for the good. At Kodak, Bill changed the standard innovation discussion by adding engineers to the conversation. Bill has been described as showing “inordinate confidence and setting aspirations high.” He had a “willingness to take risks and the willingness to stand up” for what was best for the company, even if that meant change. What is your reaction to change? How can it be improved? How can you encourage your coachees to embrace change? Main takeaway Bill Campbell is truly a Trillion Dollar Coach. The impact he has had on the leaders of Silicon Valley is immeasurable. As we review the journey of Bill and the characteristics that led him to success, we encourage you to read the Trillion Dollar Coach for even more examples of how he genuinely cared about those around him, was loyal to his cause, and was never afraid of a reasonable risk. “Bill grasped that there are things we all care about as people—love, family, money, attention, power, meaning, purpose—that are factors in any business situation... Bill would get to know people as people, and by doing so he could motivate them to perform as businesspeople. He understood that positive human values generate positive business outcomes.” - Trillion Dollar Coach “If your actions inspire others to dream more, learn more, do more, and become more, you are a leader.” - John Quincy Adams Resources Allison, D. (2019, December 18). Book Review: Trillion Dollar Coach: The Leadership of Silicon Valley's Bill Campbell. Retrieved from https://medium.com/@damonallison/book-review-trillion-dollar-coach-the-leadership-of-silicon-valleys-bill-campbell-c333c3b79cb4 Schmidt, E., Rosenberg, J., & Eagle, A. (2019). Trillion dollar coach: The leadership playbook of Silicon Valleys Bill Campbell. London: John Murray. Copyright © 2021 by Arete Coach LLC. All rights reserved.

Episode #1039: Join Ron Merryman, an executive coach, 2020 Vistage Star Award recipient, 2019 Master Chair Award recipient, and CEO of REDpoint International, in a conversation that showcases how culture can save a company from bankruptcy, the impact of caring as a coach, and the importance of seeking potential profit disruptions. Continue reading to learn about growing businesses from near bankruptcy to multimillion dollar successes, and how coaches can inspire cultural change. About Ron Merryman Ron Merryman is an executive coach, 2020 Vistage Star Award recipient, 2019 Master Chair Award recipient, and CEO of REDpoint International. Ron uses his 20 years of experience in the display technology industry and his experiences bringing businesses from the brink of bankruptcy to multimillion dollar successes as inspiration for his executive coaching practice today. Ron has also successfully led high-performance teams at companies that have been recognized as some of the best places to work. Currently, Ron continues his corporate career as a Vistage Chair and CEO of REDpoint International. Ron has received multiple honors for his 11 years of coaching service including the Vistage Star Award and the Master Chair Award. Ron has a genuine passion for helping others, and his Vistage members, succeed in their businesses. His love for others is one of the many things that makes his executive coaching so impactful and life changing. Key highlights Ron’s journey to executive coaching Timestamp 04:40 Ron’s journey to executive coaching started with his Vistage membership. After being in a Vistage group for some time, he realized the benefits he was gaining from the coaching. When he was 50 years old, he decided that he would like to change his career path and become a Vistage chair to help “give back” to others and “make a difference in people’s lives.” After his training to be a Vistage Chair, he started his first peer group. Today he leads eight peer executive groups while also having one-to-one coaching sessions throughout the month. Ron will host walking meetings, more traditional meetings housed in offices, and other one-to-one meetings on the golf course. “Culture trumps everything” Timestamp 11:27 Before executive coaching, Ron saved two companies from bankruptcy. From these experiences, he learned that “culture trumps everything.” In these experiences, Ron learned that employees perform better when they feel like they are “in a healthy, positive environment, where they [are] valued and [have] a voice.” Ron shares a story of a business he worked with that was at risk of being wiped out by Microsoft PowerPoint. In this story, he encouraged accountability and teamwork amidst an operational change that ultimately saved the business. Disruption Timestamp 15:11 When working with leadership teams, Ron will do an exercise asking “if we wanted to put this company out of business from the outside, what would we do? How would we disrupt the business?” This helps business leaders “get outside the box” and be aware of new or potential threats to their business. This exercise has prevented businesses from going into bankruptcy because of new inventions, regulations, and market changes. Severin and Ron both share stories of how this mindset has set businesses apart and saved them from bankruptcy. “Learning to be comfortable being uncomfortable” Timestamp 24:57 When asked about an experience that had the strongest impact on his coaching, Ron shares that it was “learning to be comfortable being uncomfortable.” He relates this to having the ability to ask difficult questions that might result in an upset group member. For example, Ron used this learning when he asked a member “is it more important to be right or get it right?” Ron uses this throughout his coaching as he asks bold questions that come to mind during coaching sessions. Other questions Ron uses include “why are you working in the business, the hours that you’re working in the business? Tell me, what’s that about for you?” and questions that address other’s belief systems. Severin introduces Byron Katie’s four questions as a method for addressing belief systems as well. The importance of curiosity Timestamp 32:44 Ron and Severin discuss the importance of remaining in a state of unknowing while coaching others. Ron has chosen curiosity as his word of the year. Severin has also grown to know the importance of curiosity as an executive coach. Severin explains the importance of curiosity by stating “these narratives that we tell ourselves… sometimes the story is just a story and if you had the facts, you would have had a different narrative.” Ron’s story Timestamp 35:07 At Ron’s first Keepers of the Flame meeting, he learned two new questions: what is the story of your childhood that is still at play, and what is your story ten years from now? Ron shares his story of how his parents divorce encouraged him to be a “bringer together of people” and one that cares for others. In 10 years, Ron plans on continuing his coaching career all the while still learning as much as he can. Group retreats Timestamp 39:38 Ron has been doing Vistage retreats throughout his practice. Ron will pick a week of the summer to host retreats for each of his Vistage groups. At these retreats, there will be a variety of activities to choose from: whitewater rafting and ropes courses for example. There are also speakers from time-to-time that speak to Vistage members and their spouses, or just the Vistage members themselves. Ron tries to choose beautiful outdoor locations to encourage trust building and friendships amongst his Vistage group members. To coach is to help Timestamp 41:53 When asked what his “why” is, Ron shares that his desire to improve the community and help others is what drives him. This is evident in his “best day ever” as an executive coach. Ron shares the story of a time he helped an executive rebuild his relationship with his daughter. This desire to help others is also evident in one of Ron’s favorite quotes by Brené Brown: “You are an imperfect human being and you’re worthy of love and belonging.” When asked about how he will measure his life, Ron shares that he will measure his life by the lives he has touched. What makes Ron’s members so “sticky,” and what he attributes to his success as a chair, is his genuine care for each member. Ron explains by stating, “You don’t have any judgment. You’re just here to help, and help them, and they’ll open up for you.” 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.

Difficult discussions are an essential part of life and leadership. They have the power to change behavior, better businesses, and develop leaders. However, difficult discussions are often avoided, and executive coaches can fall into discussion avoidance if they are not careful. How can you harness the power of difficult discussions in your coaching practice? Read on to find out. The role of an executive coach is to support business leaders in their career goals, business ventures, and leadership development. To do this, business leaders need executive coaches who will help them correct or redirect. As such, executive coaches must be skilled in having difficult discussions because they are the catalyst for change itself. “When we avoid difficult conversations, we trade short-term discomfort for long-term dysfunction.” - Peter Bromberg Why we avoid difficult discussions Fear of conflict The opportunity for growth that difficult discussions provide is often lost due to a fear of conflict. Executive coaches who are afraid of offending or upsetting their clients are likely to avoid the necessary but difficult discussion (Montilla, 2020). When difficult discussions are not handled with skill, CEOs and business leaders can be offended which leads to unnecessary conflict. Because of this, executive coaches sometimes choose to avoid the potential conflict and avoid the discussion altogether. Image preservation Along with a fear of conflict, executive coaches can avoid difficult discussions because they want to ensure they remain “liked and supported” by their clients (Montilla, 2020). When executive coaches bring up difficult conversations with improper techniques, they can potentially damage the image that their clients have of them. For example, if an executive coach asks a question that addresses a current challenge faced by a CEO, but the CEO takes it as an offense, the CEO can lose respect or start to dislike the executive coach. Because of this, executive coaches can refrain from difficult or challenging questions out of a desire to maintain their image. “You cannot change what you refuse to confront.” - John Spence Consequences of avoided conversations Problems grow When executive coaches avoid difficult conversations, they ignore the challenges faced by their clients. As these challenges and difficulties are ignored, their repercussions grow. For example, consider a CEO with declining profits who has not yet recognized their need to develop a marketing team. If an executive coach does not have the boldness to ask questions such as “what areas in your business do you think could be improved to increase your profit?”, the CEO will likely continue losing profit because they did not realize their need for marketing. The avoidance of difficult discussions can be “detrimental to the overall success” of a client’s company and “professional growth.” (Burke, n.d.). Loss of professional growth With every challenging or difficult question, comes an opportunity for understanding and growth. If these questions and conversations are avoided, CEOs and business leaders lose the opportunity to grow in their understanding of their business practice, leadership skills, and career goals. This loss of growth can have a “negative impact” on the business leader and their “business as a whole” (Leader’s Edge, 2019). One of the primary goals of executive coaching is to promote the growth of the business leaders involved. By avoiding difficult conversations, the efforts of executive coaching can ultimately be minimized due to a lack of professional growth. “We all need people who give us feedback. That’s how we improve.” - Bill Gates Benefits of difficult discussions Difficult discussions develop leaders Feedback can often be the topic of difficult discussions. Unfortunately, it is avoided at times by executive coaches. In the words of Ken Blanchard, “Feedback is the breakfast of champions.” Without difficult discussions that give feedback and support, business leaders and CEOs can “be starved of improvement because” they aren’t given the opportunity to learn through these difficult discussions (Burke, n.d.). Difficult conversations can reveal “blind spots” that executive coaches and their clients can work together to resolve, making business leaders stronger and more successful (Burke, n.d.). Difficult discussions foster communication skills When executive coaches lead their clients through difficult discussions they set an example for their clients. Their clients are also given the opportunity to practice having difficult discussions. Having constructive but difficult discussions can help build “empathy,” “perspective-taking,” “insight,” “decision-making skills,” and communications skills for both the client and executive coach (Rothaizer, 2021). As the old saying goes, “practice makes perfect,” and giving business leaders and CEOs the opportunity to engage in difficult conversation can perfect their own ability to communicate through difficult situations. “Engaging well in difficult conversations is a sign of health in a relationship.” - Douglas Stone Difficult discussions build trust Difficult discussions, when done correctly, can build trust between an executive coach and their client (Glaser, 2016). When executive coaches ask questions that can be challenging, from a place of genuine concern and curiosity, their clients learn that their coaches genuinely care about them and aren’t afraid to ask the right questions that push them towards success. The questions that executives ask their clients display their belief in their clients’ ability to have these discussions and develop their businesses further. This development of trust has a ripple effect of positivity across the executive coaching journey. “Fearing our confrontations is one thing… facing them unarmed is a completely different matter.” - Mark W. Boyer Facing difficult discussions with success The benefits of difficult discussions are contingent upon how they are executed by an executive coach. Without the right toolset, these challenging questions and discussions can fall short of developing trust and inspiring growth. Consider the following tips on how to host difficult conversations in a constructive and beneficial manner in your executive coaching sessions. Face your fears Before having a difficult discussion, it is important to face your own fears that hold you back from having that conversation (Leader’s Edge, 2019). Acknowledge this fear and “reframe your thinking about difficult conversations” (Montilla, 2020). If you are afraid of conflict, ask yourself why. Do you avoid conflict out of habit, or are you afraid of offending your client? What steps can you take to ensure that offense isn’t taken? By addressing your fears head-on, you can change the way you see difficult discussions and begin to see the benefits of these conversations. Stay curious Curiosity is a central characteristic of a skillful executive coach, in fact, it is included in the ICF Core Competencies. Before engaging in a difficult discussion, it is vital that you ensure you are coming from a “place of respect and genuine curiosity” (Montilla, 2020). Difficult discussions are not productive if they are rooted in a desire to be right. Curiosity allows executive coaches to learn more and make even better decisions in how they will guide and coach their clients to success. Curiosity helps coaches get to the root of their clients’ challenges. Curiosity is essential to a successful discussion. “Be open to every uncomfortable, awkward, difficult conversation you will engage. Disturb the ground to grow. Then adjust the margin of grace.” - Dr. Octavious Bishop Be kind and compassionate Because difficult conversations can bring up emotions, it is important for executive coaches to make it a priority to maintain a “positive attitude and a genuine desire” to help their clients and “learn something new” (Montilla, 2020). When executive coaches intentionally set a tone of kindness and compassion, their clients are more likely to trust them and inform them about the challenges they face in their careers and businesses (Schneider, n.d.). This further develops the coaching relationship even beyond the challenging questions and discussions. Have a plan Before asking a difficult question or starting a challenging discussion, ask yourself “What are the main topics that need to be addressed?” By doing this, you can plan the “major themes and goals for the conversation” (Schneider, n.d.). You can plan your conversation according to how your client has responded to previous conversations and challenges, further tailoring their coaching experience to their needs (Rothaizer, 2021). Having a basic plan for your discussion can help you guide the conversation in the right direction and reduce your chance of being caught off guard. It can also increase your confidence when entering the conversation. Be clear Clarity is essential to the success of a difficult discussion (Glaser, 2016). Clarity eases the conversation by clarifying the purpose and identifying the tone of the conversation. Clarity can be achieved by letting your clients know that although the questions and discussions may be challenging, that “you care about them” and are invested in their career development (Glaser, 2016). Many CEOs and business leaders are likely to feel “shame and embarrassment” when confronted about how they run their business or the decisions that they have made. Being clear about your goals and the tone of the conversation decreases these feelings and allows the client to focus with you on “what can be done to improve their development” (Glaser, 2016). Clarity reduces conflict, enhances conversation, and supports development. “Sometimes the most important conversations are the most difficult to engage in.” - Jeanne Phillips Main Takeaway Difficult discussions and questions, when executed correctly, can have a massive positive impact on the executive coaching process. Unfortunately, many executive coaches avoid these questions and discussions because they wish to avoid conflict and upsetting clients. However, these fears pale in comparison to the massive benefits that clients gain from these conversations. Difficult discussions can help business leaders develop their leadership and communication skills. They can also build trust between the executive coach and client. With the proper tools, executive coaches can ask the necessary but difficult questions and reap the benefits of difficult conversations. “A person's success in life can usually be measured by the number of uncomfortable conversations he or she is willing to have.” - Timothy Ferriss References Burke, K. (n.d.). Why the Tough Conversations Are Always the Best Conversations. Retrieved from https://www.inc.com/katie-burke/3-reasons-why-tough-conversations-are-best-conversations-to-have.html Glaser, J. E. (2016, July 27). 6 ways to manage difficult conversations. Retrieved from https://www.vistage.com/research-center/business-leadership/strategic-communications/6-ways-to-manage-difficult-conversations/ Leader's Edge. (2019, November 26). How Leaders Abdicate Responsibility - Avoiding Difficult Conversations. Retrieved from https://www.theleadersedge.org/blog/how-leaders-abdicate-responsibility-avoiding-difficult-conversations Montilla, E. (2020, June 06). Difficult Conversations: Why We Should Stop Avoiding Them? Retrieved from https://5xminority.com/difficult-conversations-why-we-should-stop-avoiding-them Rothaizer, J. M. (2021, April 20). Council Post: Dreading A Difficult Conversation? Ask Yourself This Transformational Question. Retrieved from https://www.forbes.com/sites/forbescoachescouncil/2021/04/20/dreading-a-difficult-conversation-ask-yourself-this-transformational-question/?sh=2e0396ca6601 Schneider, M. (n.d.). Most People Handle Difficult Situations by Ignoring Them -- and the Fallout Isn't Pretty. Retrieved from https://www.inc.com/michael-schneider/70-percent-of-employees-avoid-difficult-conversations-their-companies-are-suffering-as-a-result.html?cid=search Copyright © 2021 by Arete Coach LLC. All rights reserved.

As we learn new and exciting ways to make our businesses better, increase profit, and maximize impact, how often do we examine the health of our own bodies? Believe it or not, the health of a CEO can affect the health of a business. One of the ways CEOs can increase their health, improve their mental wellbeing, and in turn make better business decisions, is by developing an exercise routine. “Exercise should be regarded as a tribute to the heart.” - Gene Tunney Benefits of exercise Support for the body Exercise has many health benefits. The Centers for Disease Control and Prevention (CDC) states that “Regular physical activity is one of the most important things you can do for your health.” Anyone who is not already exercising regularly can experience the benefits of an active lifestyle regardless of age, abilities, weight, gender, or ethnicity. Exercise can help CEOs manage weight gain and reduce the risk of cardiovascular disease, type 2 diabetes, and some cancers such as bladder, kidney, and lung cancer (CDC, n.d.). Being active also helps protect bones, joints, and muscles. According to the CDC, “doing aerobic, muscle-strengthening, and bone-strengthening physical activity at a moderately-intense level can slow the loss of bone density that comes with age.” It also can help people manage arthritis and other rheumatic conditions. New research has even pointed out that exercise can improve your immune system (CDC, n.d.) Exercise has also been shown to increase lifespan and reduce health risks later on in life. The CDC states that “If you’re a physically active middle-aged or older adult, you have a lower risk of functional limitations than people who are inactive.” Older adults can also benefit from “multicomponent” exercise as it prevents falls and the likelihood of injury from falls. “People who are physically active for about 150 minutes a week have a 33% lower risk of all-cause mortality than those who are physically inactive.” “Take care of your body. It’s the only place you have to live.” - Jim Rohn Fuel of a lifelong learner Exercise has many benefits for brain function and mental health. CDC guidelines share that exercise has “immediate” benefits for brain health such as improved sleep quality and reduced feelings of anxiety. Having physical activity incorporated into your day-to-day interactions also helps reduce the risk of developing “dementia (including Alzheimer’s disease)” and “depression.” Regular exercise has also been shown to “help keep your thinking, learning, and judgment skills sharp as you age.” Exercise is the fuel of a lifelong learner, helping them stay ready and receptive to new information (CDC, n.d). The connection between physical and organizational health Organizations are directly affected by the choices of their executives and CEOs. The decisions of executives and CEOs are vital for an organization’s health and wellbeing. Consequently, investing in the decision-making abilities and health of business leaders can have drastically positive impacts on a business. “To enjoy the glow of good health, you must exercise.” - Gene Tunney Profit protection Clearly, exercise offers several benefits to the body and mind. The reduced risk of disease that exercise affords business leaders benefits not only their health but their business as well. For CEOs specifically, research shows that a 5-to-7 day period of hospitalization resulted in a 7% decrease in profit for that organization’s year (Gaskell, 2020 & Bennedsen et a., 2020). To put this in perspective, a business that normally would expect a 1 million dollar profit margin would lose 70 thousand dollars due to CEO hospitalization. The effect of the extended absence of other executive leaders (not including the CEO) is approximately half of the 7% loss caused by CEO absence (Gaskell, 2020 & Bennedsen et al., 2020). By developing an exercise routine, executives and CEOs can reduce their risk of some cancers and several other illnesses, ultimately decreasing their chances of being hospitalized for some illnesses (Alcaraz-Serrano, 2020). This reduces the chances that their businesses will experience an unexpected drop in profits due to leadership absence. “Old minds are like old horses; you must exercise them if you wish to keep them in working order.” - John Adams Better decisions In today’s increasingly technological society, more and more work is done by sitting at a desk with a laptop rather than walking an office. In a study by the Mayo Clinic, 73% of CEOs were said to have a sedentary lifestyle (Sparks, 2018). Research shows that a sedentary lifestyle “is associated with impaired cognition” which can affect a business leader’s decision-making (Wheeler et al., 2020). However, when adults participated in a moderate exercise in the morning and took short walking breaks throughout their workday, their cognitive abilities improved (Wheeler et al., 2020). Business leaders and executives make important and high-impact decisions for their companies on a daily basis. Because decision making is a “high-level cognitive process based on cognitive processes,” exercise should be considered a valuable asset to the executive decision-making success (Prezenski et al., 2017). Increasing the physical activity and exercise that is done by executives and CEOs, increases their cognitive processing skills, helping them make better decisions and have greater positive impacts on their businesses. Leader longevity When executives and CEOs establish exercise routines, they are increasing the potential longevity of their careers. Studies have shown that up to 60% of executives “feel drained and exhausted at the end of the workday,” which is a “strong indicator of burnout” (Schallenberg-Kappius, 2021). One way that executives can help manage this stress and exhaustion is by developing exercise routines. Research indicates that “exercise may be an effective treatment for burnout” (Bretland & Thorsteinsson, 2015). Furthermore, other research has also found that healthcare workers who engage in “leisure-time physical activity” had reduced “feelings of exhaustion.” Not only does exercise help curb the effects of stress and potential burnout, but it can also increase the lifespan of executives as well. Dr. Pallavi Bains states that “50 minutes of exercise or more each week” can increase an individual’s “life expectancy by about 7 years” (2020). While some CEOs and executives don’t retire until their 70s or later, having a regular exercise routine can prevent premature burnout and retirement due to stress or health conditions. “Fitness, in my opinion, is a mental exercise more than just physical.” - Anushka Shetty Encouraging exercise The benefits of exercise far outweigh the consequences of a sedentary lifestyle. Because of the benefits that exercise has not only for the executive but also for the business they run, executive coaches can confidently encourage their clients to participate in physical activity and educate them on its effects on their leadership and business. When working with clients who want to establish a more active lifestyle, consider the following tips for incorporating exercise into busy schedules. A culture of wellness Because of the amount of time that executives spend in their place of work, with their coworkers, or performing work-related activities, it is important for executives to establish a corporate culture of wellness. This can be done by incorporating “mental health days” into the vacation policies, having healthy options available in vending machines, and establishing wellness programs. Ultimately, this can encourage not only the executives and CEOs to embrace physical activity but also employees (Jafrey, 2018). “Health is the vital principle of bliss, and exercise, of health.” - James Thomson Discuss the bigger picture While executive coaches do not take on the roles of physical trainers, they can help their clients understand the importance and big-picture benefits of daily exercise (Jafrey, 2018). Discussing how previously established fitness goals are going, the importance of healing, and the genuine goals behind increasing physical activity can help CEOs and executives stay focused and encouraged on their health goals. Know your resources Sometimes executives will have fitness needs and goals that extend beyond the reach of an executive coach. In these instances, it is important to know what resources are available for your client. If you are coaching business leaders in a specific area, it can be helpful to know the names of popular gyms and physical trainers in your area. If you are coaching business leaders all over the world, consider helping them find resources that are close to them or available virtually via apps and online fitness groups. The main takeaway Exercise benefits business leaders’ physical, emotional, and mental wellbeing. These benefits ultimately lead to healthier businesses with greater profit protection, better business decisions, and increased leader longevity. Amidst the challenges faced by executives and CEOs worldwide, investing in time exercise can curb the effects of stress, increase physical and mental wellness and support the leaders that run and manage businesses. “Lack of activity destroys the good condition of every human being, while movement and methodical physical exercise save it and preserve it.” - Plato References Bains, P. (2020). Exercise is key to living longer. Retrieved from https://www.allinahealth.org/healthysetgo/move/exercise-is-key-to-living-longer#:~:text=Regular, moderate activities, such as,t do regular moderate exercise. Bennedsen, M., Pérez‐González, F., & Wolfenzon, D. (2020). Do CEOs Matter? Evidence from Hospitalization Events. The Journal of Finance, 75(4), 1877-1911. doi:10.1111/jofi.12897 Bretland, R. J., & Thorsteinsson, E. B. (2015). Reducing workplace burnout: The relative benefits of cardiovascular and resistance exercise. PeerJ, 3. doi:10.7717/peerj.891 CDC. (n.d.). Health Benefits of Physical Activity for Adults. Retrieved from https://www.cdc.gov/physicalactivity/basics/adults/health-benefits-of-physical-activity-for-adults.html CDC. (n.d.). Benefits of Physical Activity. Retrieved from https://www.cdc.gov/physicalactivity/basics/pa-health/index.htm Gaskell, A. (2020, April 07). What Impact Does It Have When Leaders Become Sick? Retrieved from https://www.forbes.com/sites/adigaskell/2020/04/07/what-impact-does-it-have-when-leaders-become-sick/?sh=253a8b9f1bc6 Gold, H. (2021, October 09). Exercise Is the Wonder Drug for Healthy Aging. Retrieved from https://www.barrons.com/articles/exercise-benefits-aging-51633789971 Jafrey, I. (2018, January 09). Council Post: A Healthy CEO Is A Good CEO: Why Wellness Matters. Retrieved from https://www.forbes.com/sites/forbestechcouncil/2018/01/09/a-healthy-ceo-is-a-good-ceo-why-wellness-matters/?sh=7fe8d53a3739 JAMA. (2016). Physical Activity Associated with Lower Risk for Many Cancers - For The Media - JAMA Network. Retrieved from https://media.jamanetwork.com/news-item/physical-activity-associated-with-lower-risk-for-many-cancers/ Kruger, J., Carlson, S., & Buchner, D. (2007). How Active Are Older Americans? Preventing Chronic Disease. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC1955422/. Prezenski, S., Brechmann, A., Wolff, S., & Russwinkel, N. (2017). A Cognitive Modeling Approach to Strategy Formation in Dynamic Decision Making. Frontiers in Psychology, 8. doi:10.3389/fpsyg.2017.01335 Schallenberg-Kappius, J. (2021, February 25). Burnout: "Apparently, the future of leadership as a whole is at stake right now". Retrieved from https://www.businessinsider.com/burnout-risk-leadership-study-young-leaders-reliable-executives-employees-2021-2 Serrano, V. A., Gimeno-Santos, E., Scioscia, G., Gabarrús, A., Navarro, A., Herrero-Cortina, B., . . . Torres, A. (2020). Association between physical activity and risk of hospitalisation in bronchiectasis. Physiotherapists. doi:10.1183/13993003.congress-2020.259 Sparks, D. (2018). Infographic: Health risks of executive lifestyle. Retrieved from https://newsnetwork.mayoclinic.org/discussion/infographic-health-risks-of-executive-lifestyle/ Wheeler MJ, Green DJ, Ellis KA, et al Distinct effects of acute exercise and breaks in sitting on working memory and executive function in older adults: a three-arm, randomised cross-over trial to evaluate the effects of exercise with and without breaks in sitting on cognitionBritish Journal of Sports Medicine 2020;54:776-781. Wolff, M. B., O’Connor, P. J., Wilson, M. G., & Gay, J. L. (2021). Associations Between Occupational and Leisure-Time Physical Activity With Employee Stress, Burnout and Well-Being Among Healthcare Industry Workers. American Journal of Health Promotion, 35(7), 957-965. doi:10.1177/08901171211011372 Copyright © 2021 by Arete Coach LLC. All rights reserved.

Despite the financial and emotional challenges brought about by the COVID-19 pandemic, giving and charitable donation has increased in the United States (Philanthropy Network, 2021). Research shows that giving not only affects the receiver, but also the giver. In this research article, we examine what researchers and psychologists say generosity is, who is likely to be more generous, the benefits and drawbacks of generosity, as well as a case study on generous leadership and tips for increasing generosity. “Giving is the master key to success, in all applications of human life.” - Bryant McGill What is generosity Generosity defined The Merriam-Webster dictionary defines generosity as “the quality or fact of being generous” or “liberal in giving.” The University of Notre Dame has its own research initiative that studies generosity exclusively. They define generosity as “the virtue of giving good things to others freely and abundantly.” Their research has indicated that generosity is learned and influences attitude and behavior. They have also found that the heart of generosity is to “enhance the true wellbeing” of others. Unlike altruism, generosity can be done for personal gain or benefit. Regardless, the core principle is giving good things in good measure to benefit other people (UND, n.d.). Personality traits associated with generosity One of the most popular personality trait indexes—the big five personality trait index—has the following personality traits: agreeableness, openness, extraversion, conscientiousness, and neuroticism. Research has shown that individuals who are high in agreeableness are more likely to donate to charitable causes, a form of generosity (Learning To Give, n.d.). Agreeableness was also associated with blood donations and other non-financial donations (Learning To Give, n.d.). Other research has pointed to extraversion and openness being associated with generosity in various forms as well. However, neuroticism was negatively correlated with generous behaviors (Brown & Taylor, 2015). Conscientiousness primarily correlates with self-awareness, organization, and planning, which does not contribute to generosity since generosity is others-focused. Using the big five personality trait index, we can conclude that those who are generous are more likely to have characteristics that are high in openness, extraversion, and agreeableness. “Only by giving are you able to receive more than you already have.” - Jim Rohn Drawbacks of generosity As with many things in life, too much of a good thing can become a bad thing. If a person is too generous without regard to their own wellbeing or needs, they can give too much. This can lead to hardship be it financial, physical, or relational. Consider blood bank donations. Doctors only allow individuals to donate at specific intervals. If this rule was not in place, individuals could give too much blood harming themselves and potentially others. Other drawbacks include others becoming dependent on an individual’s generosity or overwhelming others with generosity (Brustein, 2018). Benefits of generosity Although generosity has a few drawbacks, the benefits of being generous far outweigh the consequences of generosity. Generosity has benefits for the body, mind, and relationships of those who are giving. Benefits for the body Research has shown that when individuals spend money on others, a form of generosity, their blood pressure goes down and their cardiovascular health improves (Whillans et al., 2016). Other studies have pointed to the likelihood that generosity can increase longevity. Even caregivers have reported benefits from the effects of generosity such as higher levels of well-being (Brown, 2003). The benefits that generosity has on the body are evidence of the compounding effects that generosity has on the mind. “Remember that the happiest people are not those getting more, but those giving more.” - H. Jackson Brown Jr. Benefits for the mind Generosity has also been shown to help reduce amygdala activity in the brain (DiSalvo, 2018). Other studies have shown that generosity can help reduce the risk of “dementia,” “anxiety,” and “depression” (Stat, 2015). In an article by Terri Stat, “Stephen G. Post, founding director of the Center for Medical Humanities, Compassionate Care, and Bioethics at Stony Brook University School of Medicine in New York” was quoted stating that “Volunteering,” a form of generosity, “moves people into the present and distracts the mind from the stresses and problems of the self… Many studies show that one of the best ways to deal with the hardships in life is not to just center on yourself but to take the opportunity to engage in simple acts of kindness." Benefits in relationship Generosity also benefits the relationships between individuals. Studies have shown that when individuals receive generosity, they are more likely to be generous in response (Rankin & Taborsky, 2009). Giving is a cycle. When business leaders are generous towards other executives and their employees, they are more likely to receive in return. Business leaders can use this strategy to create high-performance teams that are willing to go the extra mile for their employers. This type of generosity goes beyond compensation and into generosity with time, praise, effort, and attention (Bennett, 2021). Generosity also makes your values and priorities visible to your employees. Being generous can signal trustworthiness to business partners and employees as well (Beasley, n.d.). This trust can help build business relationships, create new business opportunities, and lead employees with success. “Every great leader has a generosity gene.” - Jack Welch A case study of generosity Dan price and Gravity Payments 6 years ago, Dan Price raised his company’s minimum wage to $70K. But how does this story start? Generosity—after a discussion with an employee who was struggling to get by on a $35,000 salary. In this discussion, Dan Price realized how his reaction to the Great Recession which included lower wages was, in his words, “hurting [his] staff” (Keegan, 2021). At this realization, he worked to increase his employees’ salaries, ultimately deciding to increase the minimum wage to $70K and forgo his $1.1 million dollar salary (Keegan, 2021). This generosity launched a multitude of positive reactions for his company. Dan shared on his Twitter that 76% of his employees are now engaged at work (this is twice the national average), customer attrition fell to 25% below the national average, the business was expanding, and his highest paid employee now makes 4 times his lowest-paid employee. Dan’s customer base has also doubled and his employees have increased their home buying by 10 times (Mastrangelo, 2021). Dan’s radical move towards generosity led his business to become a Harvard Business School case study, increased profits, and a more engaged workforce. “Gratitude is the inward feeling of kindness received.” - Henry Van Dyke How to embrace generosity Clearly, embracing a life of generosity has many benefits. But if generosity is not a habit, how do you develop generous practices over time? How can today’s business leaders embrace generosity and how can executive coaches encourage their clients to practice generosity? Mindful generosity As discussed earlier, being too generous can be a bad thing. Because of this, it is important to establish mindful generosity. Identify what resources you have in excess. Is it money, time, insight, knowledge, food, or other resources? Doing this can help you identify ways in which you can give easily and in good measure. Practice gratefulness Being grateful often reveals the many overlooked reasons to be grateful in our lives. By creating a practice of gratitude, you can begin to notice all of the things you have and be compassionate towards those without (Becker, n.d.). Establish your “why” Take some time to understand “why” you want to give and be generous. Are you making a charitable donation because a specific organizaiton has impacted you greatly? Are you volunteering your time and efforts because you want to make a difference in your community? What is the heart, the “why,” behind your reason for being generous? Knowing why you choose to be generous can help you find new ways to be generous and give you a more purposeful accomplishment when you are generous. Look for the needs Have you taken the time to consider the needs in your community? Is your local library in need of new books? Does your retirement community need volunteers to spend time with the elderly? Does your business support your employees’ local charities or organizations? Not only can fulfilling the needs of the communities surrounding a business be good for a business’s ethical responsibility and public reputation, but it is also good for employees and their family members who may use these services. However, needs are not always tangible or monetary. Sometimes what an individual needs the most is a word of encouragement. Taking the time to thank others, send encouraging notes, compliment, nominate, or simply listen to others can be an encouraging act of generosity (Stillman, 2020). The main takeaway Generosity is a characteristic worth developing. It benefits not only those around you and businesses, but also the generous giver as well. Generosity does not always consist of monetary donations, but at times is all about an encouraging word or note. How can you embrace generosity in your life and business today? “Generous leaders have faith in others to succeed. In turn, they receive tenfold loyalty, commitment, and a positive outcome.” - Farshad Asl Resources Beasley. (n.d.). Notre Dame Deloitte Center for Ethical Leadership. Retrieved from https://ethicalleadership.nd.edu/news/leading-through-the-trust-crisis-part-1-begin-with-generosity/ Becker, J. (n.d.). 10 Little Ways to Become More Generous. Retrieved from https://www.becomingminimalist.com/10-simple-ways-to-become-a-more-generous-person/ Bennett, B. (2021, April 29). Council Post: Reciprocity And Generosity In Business. Retrieved from https://www.forbes.com/sites/forbestechcouncil/2021/04/29/reciprocity-and-generosity-in-business/?sh=ee4ad2c3192c Brown, S. L. (n.d.). Philanthropy Across the Generations. Brown, Sarah; Taylor, Karl (2015) : Charitable Behaviour and the Big Five Personality Traits: Evidence from UK Panel Data, IZA Discussion Papers, No. 9318, Institute for the Study of Labor (IZA), Bonn Brustein, D. (2018, February 03). There's A Downside To Giving (And It Has Nothing To Do With You). Retrieved from https://www.forbes.com/sites/darrahbrustein/2018/02/03/theres-a-downside-to-giving-and-it-has-nothing-to-do-with-you/?sh=53a24b5967c2 DiSalvo, D. (2018, September 10). Generosity Boosts Well-Being By Tuning Down The Brain's Anxiety Center, Research Suggests. Retrieved from https://www.forbes.com/sites/daviddisalvo/2018/09/10/generosity-isnt-just-about-doing-good-its-also-good-for-our-mental-health-suggests-new-study/?sh=7bdaa92e5286 Firestone. (2014, June 25). The Benefits of Generosity. Retrieved from https://www.psychalive.org/benefits-of-generosity/ Hyatt, M. (2016, December 27). 5 Research-Backed Benefits of Making Generosity a Habit. Retrieved from https://michaelhyatt.com/habit-of-generosity/ Keegan, P. (2015, October 21). Heres What Really Happened at That Company That Set a $70,000 Minimum Wage. Retrieved from https://www.inc.com/magazine/201511/paul-keegan/does-more-pay-mean-more-growth.html Learning to Give. (n.d.). Personality Types and Giving. Retrieved from https://www.learningtogive.org/resources/personality-types-and-giving Mastrangelo, D. (2021, April 15). CEO who gave employees $70K minimum wage says revenue tripled 6 years later. Retrieved from https://thehill.com/news-by-subject/finance-economy/548480-ceo-who-gave-all-employees-70k-minimum-wage-says-6-years Merriam Webster. (n.d.). Generous. Retrieved from https://www.merriam-webster.com/dictionary/generous Philanthropy Network. (2021, June 15). Giving USA 2021: In a year of unprecedented events and challenges, charitable giving reached a record $471.44 billion in 2020. Retrieved from https://philanthropynetwork.org/news/giving-usa-2021-year-unprecedented-events-and-challenges-charitable-giving-reached-record-47144 Rankin, D. J., & Taborsky, M. (2009). Assortment And The Evolution Of Generalized Reciprocity. Evolution, 63(7), 1913-1922. doi:10.1111/j.1558-5646.2009.00656.x Stat, T. Y. (2015, August 15). Be generous: It's a simple way to stay healthier. Retrieved from https://www.chicagotribune.com/lifestyles/health/sc-hlth-0812-joy-of-giving-20150806-story.html Stillman, J. (2020, February 19). 20 Free and Easy Ways to Be More Generous Today. Retrieved from https://www.inc.com/jessica-stillman/20-free-easy-ways-to-be-more-generous-today.html UND. (n.d.). Science of Generosity. Retrieved from https://generosityresearch.nd.edu/more-about-the-initiative/what-is-generosity/ Whillans, A. V., Dunn, E. W., Sandstrom, G. M., Dickerson, S. S., & Madden, K. M. (2016). Is spending money on others good for your heart? Health Psychology, 35(6), 574-583. doi:10.1037/hea0000332 Copyright © 2021 by Arete Coach LLC. All rights reserved.

In the spirit of Thanksgiving, we are taking a moment to examine gratitude. What does science say about gratitude? What are stories about gratitude that created greatness? What quotes and sayings are there that remind us of the importance of gratitude? And, how does gratitude affect business leaders? Join us as we dive into the science, lessons, and effects of a grateful attitude. The science of gratitude Research defines gratitude as a “distinctive function” of human emotion that focuses on “noticing positive outcomes in life.” Unlike optimism, which is focused on future events, gratitude is the art of noticing the good in a current situation (Emmons et al., 2019). Consider the following findings of scientific research. Gratitude improves long-term well-being In a research article from 2011, some participants were asked to participate in a 4-week gratitude intervention. The remaining participants were instructed to reflect on memorable events. This 4-week study revealed that those who participated in the 4-week gratitude intervention reported higher rates of life satisfaction and self-esteem. The researchers of this study reported that “grateful contemplation can be used to enhance long-term well-being” (Rash et al., 2011). Gratitude helps build relationships Researchers have also examined the gift-giving traditions in some college sororities. In response to the gifts new members received from senior sorority members, new members experienced feelings of gratitude. This gratitude was a predictor of the relationship between senior and new members. The researchers concluded that gratitude has the potential to “promote relationship formation and maintenance.” It is important to note that it wasn’t the gift that predicted relationship success, but the feelings of gratitude from new sorority members (Algoe et al., 2008). Gratitude and wisdom In this research study, 94 participants were “interviewed about their most difficult and best life event.” They also “filled out a questionnaire on [their own] sources of gratitude.” 47 of these participants were “wisdom nominees” nominated by community members for being wise. When researchers compared the responses of the 47 wisdom nominees to the 47 randomly selected participants, they found that wisdom nominees were more likely to report feelings of gratitude for “their life in general, religion, and partner more often than” the randomly selected participants. They conclude that wisdom results from an “appreciation of life and its experiences” as well as the “growth opportunities that may result from negative events” (Susanne, 2014). Stories of gratitude Stories give us the ability to learn and share life lessons with others. Consider these folktales and real-life stories as a source of inspiration for the development of gratitude. Jewish folktale: it could always be worse A Jewish farmer complained to his Rabbi about how small his home was. He said, “Rabbi, my home is so small! It is much too small for my family! All day long my family complains and fights. What should I do to get some peace?” The Rabbi asked the farmer, “Do you have any chickens?” The farmer replied, “Yes, of course!” The Rabbi then told the farmer to put the chickens in his house with his family. Confused, but willing to try, the farmer put the chickens in the house. Soon the farmer went back to the Rabbi saying, “now my house is full of chickens and still very loud! What do I do now?” The Rabbi asked, “Do you have any goats?” and the farmer said “yes.” The Rabbi then instructed the farmer to put the goats in his home along with his family and the chickens. Confused again, but still willing, the farmer brought in the goats. Now it was even louder. The farmer went back to the Rabbi and said, “I did what you said! Now my children have no place to sleep!” Again the Rabbi instructed him to bring more animals into his home. Finally, the farmer said, “I have had enough! Please don’t tell me to bring in any more animals!” The Rabbi then told him to remove all the animals from his home. The farmer did so, his family cleaned their home, and soon all of his family members were saying how nice and spacious their home was (Pelley, 2020). The family in this folktale learned how impactful a perspective of gratitude can be. Their home that was once “too small” now seemed plenty large and plenty comfortable all because of change in gratitude. Dr. Justin Woods’ gratitude strategy Dr. Justin Woods’ was put in charge of a small restaurant that in his words “had little going for it.” He was given a breakfast crew to manage but was soon told the news that breakfast service would be canceled. Dr. Woods’ stated that he “realized how customers liked feeling appreciated.” Because of this, he challenged his crew “to make every customer feel their gratitude, as without them [they] would all be looking for new jobs.” By the end of the month following this initiative, the breakfast income doubled and records were continually set by the end of the quarter. Dr. Woods’ explained that “a smile, a thank you, a trip with fresh coffee was all it took to show our gratitude for their visit and how we appreciate their business.” This showing of gratitude solidified the relationship between the business and its customers while also making customers feel appreciated and cared for (Weiner, 2017). Campbell Soup and gratitude When Douglas Conant became CEO of Campbell Soup Company in 2001, the company was financially failing. However, by the time he left in 2011, Campbell Soup was reestablished financially and doing well. How did Douglas Conant achieve such success? The answer: he wrote ‘thank you’ notes. In the span of his career with Campbell, it is estimated that Douglas sent over 30,000 handwritten ‘thank you’ notes to employees and customers. He wrote these notes by hand himself, not over text or email, but with pen and paper. When interviewed, Douglas says that he “made it personal” for himself and others. Another interesting fact is that at the time, Campbell only had 20,000 employees. This means that each employee received their own hand-written letter of gratitude from the CEO of the company. This expression of gratitude for each and every employee fostered a sense of trust between employers and employees. Furthermore, it improved the culture to such a point that it was awarded Gallup’s “Great Workplace Award.” Sending a personal thank you to each employee and high-impact customers built bonds of trust and a greater sense of community in the workplace. This daily practice of gratitude inspired greatness in employees and has established Campbell Soup Company as an international household name (Reeves, 2016). Gratitude quotes and sayings Like stories, quotes and sayings can be immensely helpful in remembering and sharing life lessons. These quotes and sayings can be used by both the business coach and executive coach as not only a reminder of the importance of gratitude, but also as a topic of discussion in coaching sessions. “Always have an attitude of gratitude.” - Sterling K Brown “When it comes to life, the critical thing is whether you take things for granted or take them with gratitude.” - G.K Chesterton “Gratitude is the healthiest of all human emotions.”- Zig Ziglar “Gratitude and attitude are not challenges; they are choices.” - Rober Braathe “Every blessing ignored becomes a curse.” - Paulo Coelho “No one who achieves success does so without the help of others. The wise and confident acknowledge this help with gratitude.” - Alfred North Whitehead “When eating fruit, remember the one who planted the tree.” - Vietnamese Proverb “Feeling gratitude and not expressing it is like wrapping a present and not giving it.” - William Arthur Ward “None is more impoverished than the one who has no gratitude. Gratitude is a currency that we can mint for ourselves, and spend without fear of bankruptcy.” - Fred De Witt Van Amburgh “There is no one luckier than he who thinks himself so.” - German proverb “Gratitude is the least of virtues; ingratitude is the worst of vices” - Paraguayan Proverb “Gratitude and wheat grow only in good soil.” - Slovak Proverbs “The cheerful heart has a continual feast.” - Judeo Christian Proverb How gratitude can benefit business leaders Clearly, gratitude has many benefits according to scientific research, reported experiences, quotes, and cultural proverbs. But how can gratitude benefit business leaders? Gratitude encourages engagement Gratitude can help business leaders in many ways. As discussed earlier, gratitude improves well-being, helps develop relationships, and increases others’ perception of wisdom. Dr. Nicole Lipkin also shares that gratitude helps business leaders encourage engagement. She states that “employees and coworkers will feel appreciated and will consequently feel like what they do makes a difference.” This helps employees engage more readily in their work, ultimately increasing productivity levels and creating a positive work environment. Gratitude increases resiliency Dr. Lipkin explains that business leaders who have an attitude of gratitude are more resilient to hardship. She states that “when you choose gratitude you jettison the victim mentality… you are more mentally equipped to handle” hardships. Furthermore, gratitude helps business leaders achieve their goals. Gratitude assists goal achievement Dr. Lipkin shares the results of recent research and explains that those who have gratitude practices, such as a “gratitude journal,” have a “higher chance of making progress towards personal goals” than those who do not practice gratitude. She claims that gratitude is a “professional imperative” for leaders that propel businesses forward, improve health, and improve interpersonal relationships (Lipkin, 2018). How to develop gratitude Gratitude is a practice and habit that can be intentionally developed. Consider the following tips and practices. Set a time Set a specific time during the day to reflect on your many reasons to have an attitude of gratitude. Over time, daily dedication to reflect on gratitude and having a grateful perspective will turn into a habit. For business leaders, this can mean thinking about “what life would be like without your employees” or what customers and employees are in need of a ‘thank you’ (Rampton, 2019). Practice specificity The best gratitude is “authentic” gratitude. This can be done by naming “a specific action.” For example, when thanking an employee for finishing a project, instead of saying only “thanks,” consider saying “thank you for getting this done before the due date and being so thorough” (Rampton, 2019). By doing this, you are reminding yourself of the effort they put forth and expressing gratitude for an employee’s specific effort—making them feel appreciated. Gratitude journaling One common practice to embrace gratitude is the practice of gratitude journaling. Some journal first thing in the morning while others end the day with their journal. Regardless, sitting down each day and writing down things that you are thankful for can help you create a habit of gratitude. Use visual cues Visual cues can be a person, a place, an object, or any other visible thing that reminds you to be grateful. For example, whenever you see food in your office, you can use it as a visual cue to remind yourself to be grateful for how your physical needs are met (Mindful, n.d.). You can also use a person as a visual cue. If there is someone in your life that you see as having an attitude of gratitude, you can use their presence as a reminder of your own goal to practice gratitude. Discuss gratitude Discuss what you are grateful for! One of the best ways to recognize what you should be grateful for is by learning what others are grateful for. By asking others, “what are you grateful for?” or “how do you express gratitude?”, you will recognize what you should have gratitude for in your own life and learn new ways to communicate that. The main takeaway Science has supported the many positive benefits of gratitude including, but not limited to, improved well-being and enhanced relationships with others. There are many ways that we can integrate gratitude into our daily lives and the lives of business leaders. We can teach the importance of gratitude through stories and quotes, and encourage gratitude through practices and habits. By creating habits of gratitude, business leaders can better their businesses as a whole by improving their resilience, well-being, employee engagement, and their own goal attainment. References Algoe, S. B., Haidt, J., & Gable, S. L. (2008). Beyond reciprocity: Gratitude and relationships in everyday life. Emotion, 8(3), 425–429. https://doi.org/10.1037/1528-3542.8.3.425 Emmons, R. A., Froh, J., & Rose, R. (2019). Gratitude. In M. W. Gallagher & S. J. Lopez (Eds.), Positive psychological assessment: A handbook of models and measures (pp. 317–332). American Psychological Association. https://doi.org/10.1037/0000138-020 How to Practice Gratitude. (n.d.). Retrieved from https://www.mindful.org/an-introduction-to-mindful-gratitude/ Lipkin, N. (2019, November 26). Why Leaders Should Cultivate Gratitude. Retrieved from https://medium.com/@DrNicoleLipkin/why-leaders-should-cultivate-gratitude-362203ea0641 Pelley, K. (2020). Teach Gratitude with this fun Jewish Folktale -Storytelling Podcast for Kids. Retrieved from https://www.youtube.com/watch?v=FO8lF0Axghg Rampton, J. (2019, September 12). Why Gratitude Makes Leaders More Effective. Retrieved from https://www.entrepreneur.com/article/339430 Rash, J. A., Matsuba, M. K., & Prkachin, K. M. (2011, October 27). Gratitude and Well‐Being: Who Benefits the Most from a Gratitude Intervention? Retrieved from https://iaap-journals.onlinelibrary.wiley.com/doi/abs/10.1111/j.1758-0854.2011.01058.x Reeves, J. (2016, January). How thank-you Notes saved a dying company. Lawyers Mutual Insurance Company. Retrieved from https://www.lawyersmutualnc.com/blog/how-thank-you-notes-saved-a-dying-company. Say, J. (2021, October 15). 54 Gratitude Quotes to Inspire Gratefulness (LOVE). Retrieved from https://graciousquotes.com/gratitude/ Susanne König, Judith Glück, “Gratitude Is With Me All the Time”: How Gratitude Relates to Wisdom, The Journals of Gerontology: Series B, Volume 69, Issue 5, September 2014, Pages 655–666, https://doi.org/10.1093/geronb/gbt123 Weiner, Y. (2018, July 09). 20 Examples of How Showing Gratitude Helped a Business. Retrieved from https://medium.com/thrive-global/20-examples-of-how-showing-gratitude-helped-a-business-86af0fd9e40 Copyright © 2021 by Arete Coach LLC. All rights reserved.

The following list of suggestions are individual considerations for businesses seeking to increase their prices without losing their customers, unless they mean too. There are some customers that would be best to jettison in an inflationary environment as they may cost you too much in terms of resources, mindshare, and distraction. Add value and value price (e.g., price for a portion of the value created). Add value and increase your cost-basis prices (e.g., add more value and incrementally increase prices). Increase pricing on remaining units when costs are covered (e.g., pricing of airline seats, cheap at first, and then escalating upwards in price as open seats become scarce). Incrementally increase utility-demand pricing (e.g. first scoop of ice cream $3, 2nd scoop $2.5 dollars, 3rd scoop $2 dollars). Geographically increase pricing based on location proximity and ease (e.g., sell higher priced gasoline near the airport rental car return center; sell higher-priced seats with more space and comfort at the front of the plane in First Class and lower priced seats at the rear with smaller seats in economy; sell higher priced t-shirts at the bottom of the mountain, and lower-priced t-shirts higher up the mountain). Premium price if you are truly offering a premium product or service that is of limited supply or availability (e.g., inelastic demand curve). Economy price and sell more of a product more affordably if lower prices create more sales (i.e., elastic demand curve). Implement cost-plus-fee pricing. Implement cost-plus-fee-plus-COLA pricing. Add a Cost of Living Adjustment (COLA) clause to your contracts. Increase prices by adding fees (e.g., management, packaging, delivery, PITA, HPMO, etc). Increase prices by adding surcharges for direct costs (e.g, utilities, fuel or transportation). Increase prices by reducing unit count, size, or volume. Increase prices by bundling (e.g., create larger lots with smaller unit sizes, replace 24 x 20 oz bottles (= 480 oz of water) with 28 x 16 oz = 448 oz of water = 32 oz reduction in volume or -6.6%. Keep legacy customers at present level and increase prices on new customers. Increase prices on change orders. Increase prices on some units but not all (choosing to price commodities low and unique products and services higher). Create a range of pricing to capture the utility and pricing appetite of your customer; for example, raise prices on your premium item, and then offer a lower priced (yet profitable) alternative; another method is the popular use of medal-level pricing to maximize revenue per customer type: e.g., bronze, silver, gold, and platinum. Use the cover of the herd to raise prices at a time when everyone else is raising prices. Understand the psychology of pricing that $400 is materially the same as $398.99, yet the later seems much less expensive to buyers. Identify the customers that are costing you the most to service, support, and care for in terms of cost, mindshare, and distraction; raise prices much higher on the challenging clients, and they may leave you, or you will get paid more for the challenges of supporting them. PEG contracts with a foreign currency or basket of currencies. Strategic discounting for volume purchases, that encourage greater participation of the customer with your firm; e.g., discount for maintaining a higher threshold of business; discount for subscription business (e.g., 6 month or annual plans, etc). AreteCoach.io has reprinted by permission. © 2021 by ePraxis LLC. All Rights Reserved.