In this insight article, we draw upon a conversation from Episode #1169 of the Arete Coach Podcast, featuring Dr. Randy Ross. Renowned for his transformative work in corporate culture and executive coaching, Dr. Ross discusses the profound concept of Applied Axiology, as highlighted in his book "Remarkable." This philosophy places a strong emphasis on the significance of values within business practices and leadership. Through the exploration of creativity, positivity, sustainability, and responsibility, Dr. Ross provides a comprehensive framework for leaders aiming to enact substantial change. Continue reading for insights on integrating these maxims into coaching strategies to empower leaders and foster meaningful advancements within their organizations and the wider community. Who is Dr. Randy Ross? Dr. Randy Ross, with his distinguished career as the CEO of Remarkable and a former Chief People Officer, has left a profound impact on the corporate world. Working alongside notable brands such as GE Appliances, Cox Communications, Compass Group, Chick-fil-A, Keller Williams, and the Intercontinental Hotel Group, Ross has enabled individuals to rediscover passion and purpose in their work. His efforts have significantly improved teamwork and increased influence and impact across various sectors (Dr. Randy Ross, 2016). Ross's philosophy centers on the simple truth that enjoying one's work enhances performance. When individuals appreciate their colleagues, collaboration flourishes. And when they recognize the positive impact of their efforts, their work becomes more meaningful and fulfilling. Through his engaging presentations and workshops, Ross assists people in discovering what they genuinely enjoy, fostering healthier relationships, and embracing a passion that extends beyond their own interests (Dr. Randy Ross, 2016). In "Remarkable," one of Dr. Randy Ross' books published in 2014, the spotlight shines on Applied Axiology. This philosophy, introduced by Dr. Robert S. Hartman—a philosopher, professor, and business professional—lays the foundation for the science of values, or "axiology." Hartman's pioneering work offers a framework for comprehending human character, enriching our understanding of various business practices (Robert S. Hartman Institute, (n.d.)). These include management, customer relations, and the intricacies of employment processes such as hiring, training, coaching, promotion, reassignment, and retention of employees. Defining Axiology At its core, Axiology is the study of value and how it applies to human behavior and decision-making in business. This field, pioneered by Dr. Robert Hartman, seeks to define and measure what constitutes 'good,' thereby enabling individuals and organizations to fulfill their potential in meaningful ways. Unlike the static nature of Maslow's Hierarchy of Needs, Axiology is dynamic, emphasizing the ongoing pursuit of making a positive impact in the world. Axiology Versus Maslow's Hierarchy Dr. Ross draws an intriguing comparison between Axiology and Maslow's Hierarchy of Needs. While Maslow initially proposed a five-tier model of human needs, it was later expanded to include self-transcendence, underscoring the importance of contributing to the welfare of others. Axiology takes this a step further by insisting that life's purpose is not fully realized until one has made a significant, positive mark on the universe. It's not merely about reaching one's full potential but about leveraging that potential for the greater good. The 4 Maxims of Applied Axiology Dr. Ross introduces four maxims that encapsulate the essence of Applied Axiology in business and leadership: Maxim of Creativity: This principle challenges individuals and organizations to be value creators rather than value extractors. It's about contributing more than you take, embodying a mindset where the focus shifts from monetary gain to the creation of value. Maxim of Positivity: Positivity impacts the individual and the collective, driving momentum and fostering an environment where hope and happiness can flourish. This maxim emphasizes the power of a positive outlook to transform challenges into opportunities for growth. Maxim of Sustainability: Combining passion with strengths to solve problems is at the heart of sustainable value creation. This maxim encourages a purpose-driven approach to work, where the focus is on leveraging one's abilities to address problems. Maxim of Responsibility: Recognizing and taking control of what one can influence, this maxim is about accountability and the proactive pursuit of positive change, both personally and professionally. Applying the 4 Maxims of Applied Axiology to Executive Coaching Integrating the 4 Maxims of Applied Axiology into executive coaching not only deepens the coaching conversation but also empowers coachees to explore their values, behaviors, and impact. These maxims serve as a compass, guiding leaders toward more meaningful, responsible, and creative engagement in their professional and personal lives. By asking thought-provoking questions aligned with these maxims, coaches can facilitate transformative experiences that encourage coachees to contribute positively to their organizations and society at large. Let's explore how each maxim can be applied to coaching conversations, highlighting key questions that can lead to significant outcomes for coachees. Maxim of Creativity: Value Creation over Extraction In creativity, the focus is on contribution. Coaches should encourage coachees to reflect on their ability to add value within their roles and the wider organization. A pivotal question to ask is: "Do you bring more value to the table than you take?" - Dr. Ross This question prompts coachees to consider their input versus output ratio, encouraging them to think about how they can innovate, solve problems, and contribute more effectively to their teams and projects. Maxim of Positivity: Building a Positive Legacy Positivity is contagious, and its effects can be far-reaching within an organization. Coaches can use this maxim to help coachees understand the impact of their attitude and behavior on others. A key question in this area is: "Is your wake positive or negative?" - Dr. Ross This question helps coachees to assess the influence they have on their environment and the people around them, inspiring them to adopt a more positive and constructive approach to leadership. Maxim of Sustainability: Solving Meaningful Problems Sustainability in this context refers to the pursuit of actions that are not only beneficial in the short term but also contribute to long-term goals and solutions. Coaches should guide coachees to identify and articulate the core issues they are addressing through their work. An essential question to ponder is: "What is the problem you’re solving?" - Dr. Ross By focusing on the problem-solving aspect of their role, coachees can gain clarity on their purpose and direction, ensuring that their efforts are aligned with meaningful objectives. Maxim of Responsibility: Ownership and Full Engagement Taking responsibility means recognizing one's power and capacity to effect change. Coaches can challenge coachees to take full ownership of their actions and decisions, asking: "What do I own? How can I step into this with my full being?" - Dr. Ross This inquiry encourages coachees to reflect on their areas of control and how they can engage more fully with their responsibilities, leading to greater accountability and personal growth. The Main Takeaway Dr. Randy Ross's discourse on Applied Axiology presents a compelling vision for business leaders and executive coaches alike. The message is clear: the purpose of business, and leadership within it, transcends the mere pursuit of profit. It's about making a tangible difference, fostering a culture of value creation, positivity, sustainability, and responsibility. In embracing these principles, leaders can cultivate environments where both individuals and organizations can thrive, contributing to a world marked by hope and meaningful progress. References Dr. Randy Ross - Remarkable! | LinkedIn. (2016). Linkedin.com. https://www.linkedin.com/in/drrandyross Robert S. Hartman Institute. (n.d.). Www.hartmaninstitute.org. Retrieved March 23, 2024, from https://www.hartmaninstitute.org/ Copyright © 2024 by Arete Coach LLC. All rights reserved.

The Johari Window, developed in 1955 by American psychologists Joseph Luft and Harrington Ingham, is a tool designed to improve self-understanding and interpersonal relationships. Named after a combination of its creators' first names (Jo+Hari), this tool highlights their collaborative effort. It employs a comprehensive feedback process, known as a 360-degree evaluation, to compare an individual's self-view with perceptions from different people in their life. This straightforward yet impactful framework is widely utilized in personal growth, team development, and leadership training to bolster communication and enhance group dynamics (Saxena, 2015). Context and Purpose The Johari Window encourages transparency and openness, resulting in improved understanding and relationships within groups. It is particularly effective in settings where trust-building and effective communication are essential for teamwork and productivity. The model is based on two key ideas: first, that we have hidden aspects of ourselves unknown to others, and second, that there are unknown elements about ourselves that we aren't aware of but others are. Professors Shreekumar Nair and Neelima Naik from the National Institute of Industrial Engineering (NITIE) in Mumbai found that the majority of participants who completed the Johari Window exercise previously lacked exposure and feedback in their interactions with others, underscoring the Window's role in enhancing self-awareness for constructive interactions (Saxena, 2015). The Four Quadrants The Johari Window is divided into four quadrants, each representing different aspects of our personality based on what is known or unknown to us and others: Open Area (Arena): Information about ourselves that both we and others know. This includes behaviors, skills, attitudes, and experiences that are openly communicated and observed. Blind Area (Blind Spot): Information that is unknown to us but known to others. This can include habits, unspoken reactions, or hidden talents. Hidden Area (Facade): Information that we are aware of but opt to keep hidden from others. This can include sensitive information, fears, hidden feelings, and secrets. Unknown Area: Information that is unknown to both ourselves and others. This can include latent abilities, unconscious motives, or repressed experiences. (Saxena, 2015) Running the Exercise In a group setting, the Johari Window exercise can be facilitated through a process of feedback and disclosure. Here’s a simplified way to conduct it: Self-Assessment: Individuals pick from a list of adjectives those that they feel describe their personality. Peer Assessment: Group members then select adjectives that they believe describe the individual. In cases where peer group assessments are not possible, it is recommended that the individual asks up to five people including their partner, family members, colleagues, and friends to select adjectives that describe them. Reveal and Discussion: The facilitator compares the selected adjectives, revealing them to the group. Adjectives known to both the individual and others fall into the Open Area, those chosen only by others into the Blind Spot, and those chosen only by the individual into the Hidden Area. Application in Group Settings Open Area The main goal in a group setting is to expand the Open Area for each member. This is achieved through self-disclosure (sharing information about oneself) and feedback (learning how others see us). The Johari Window facilitates a safe environment for feedback and self-disclosure, encouraging individuals to explore their Blind Spots and reduce their Hidden Areas, thereby enhancing mutual understanding and collaboration. Approaching the "Open Area" within the context of the Johari Window exercise is pivotal for enhancing communication, building trust, and fostering collaboration within a group. The Open Area, also known as the Arena, represents the information, behaviors, feelings, and motivations that are known both to the individual and to others in the group. Expanding this area is beneficial for personal development and effective team dynamics, as it leads to a more transparent and open environment. Understanding the Open Area Definition: The Open Area contains all the things about ourselves that we are aware of and are willing to share with others. This includes our knowledge, skills, attitudes, and past experiences that are visible to our peers. Importance: Expanding the Open Area improves understanding and cooperation within a team. It reduces misunderstandings and conflicts, as more information is available to everyone, making interactions smoother and more effective. Strategies for Expanding the Open Area Encourage Self-Disclosure: One of the primary methods to enlarge the Open Area is through self-disclosure. This involves willingly sharing personal information, feelings, and experiences with others. Activities that facilitate sharing stories or personal insights can help individuals reveal more about themselves to the group. Foster a Culture of Feedback: Constructive feedback is essential for personal and professional growth. Encouraging an environment where feedback is regularly given and received can help uncover blind spots and hidden talents, further expanding the Open Area. Active Listening and Observation: Paying close attention to others’ verbal and non-verbal cues can enhance understanding and empathy within the group. Participative Decision-Making: Involving team members in decision-making processes not only leverages the diverse perspectives within the group but also increases the Open Area by sharing reasoning, concerns, and aspirations openly. Team-Building Activities: Engaging in exercises and games that require cooperation and open communication can break down barriers between team members, encouraging sharing and transparency. Benefits of an Expanded Open Area Improved Communication: With more information shared openly, communication becomes more straightforward and effective, reducing the chances of misinterpretation and conflict. Increased Trust: Openness and vulnerability lead to deeper trust among team members, as individuals feel more comfortable sharing and relying on each other. Enhanced Collaboration: A larger Open Area means that team members have a better understanding of each other’s skills, weaknesses, and working styles, leading to more effective collaboration. Greater Cohesion and Morale: Teams with expanded Open Areas tend to have members who feel understood and valued. Blind Spots Addressing Blind Spots within the context of the Johari Window is essential for personal growth, improved communication, and stronger relationships within a team. Blind Spots refer to the aspects of our behavior, skills, and attitudes that we are not aware of, but which are apparent to others. Identifying and understanding these hidden facets can significantly contribute to an individual's self-awareness and effectiveness in both personal and professional spheres. Understanding Blind Spots Definition: Blind Spots are the things about us that we don't see, but others can. This can range from simple habits to complex behaviors and attitudes that might affect our interactions and performance. Importance: Addressing Blind Spots is crucial for self-improvement. Recognizing and understanding these areas can lead to enhanced decision-making, leadership, and interpersonal relationships. Strategies for Addressing Blind Spots Seeking Feedback: Actively asking for and being open to feedback from peers, mentors, and supervisors is a direct way to uncover Blind Spots. Regular performance reviews, 360-degree feedback, and informal conversations can provide insights into areas for improvement. Creating a Safe Environment for Feedback: Building a culture where giving and receiving constructive feedback is normalized and encouraged can help individuals feel more comfortable addressing their Blind Spots. This involves establishing trust and ensuring that feedback is given in a supportive and helpful manner. Reflective Practice: Engaging in self-reflection and mindfulness can help individuals become more aware of their thoughts, feelings, and behaviors, including those they might not initially recognize. Journaling, meditation, and reflective exercises can aid in this process. Professional Coaching: Working with a coach can provide an external, unbiased perspective on an individual's behaviors and attitudes. Coaches can help identify Blind Spots and develop strategies to address them effectively. Leveraging Peer Support: Peers can be invaluable in helping to identify and understand Blind Spots. Establishing peer mentoring or support groups can facilitate open discussions about personal and professional development. Benefits of Addressing Blind Spots Enhanced Self-Awareness: Recognizing and understanding Blind Spots is a key component of self-awareness, leading to more informed choices and actions. Improved Relationships: By addressing behaviors or attitudes that may affect others negatively, individuals can build stronger, more positive relationships with colleagues and peers. Increased Effectiveness: Understanding and working on Blind Spots can lead to improved performance, as individuals adjust their behaviors to be more in line with their goals and the expectations of others. Personal and Professional Growth: Addressing and overcoming Blind Spots is an ongoing process that contributes significantly to personal development and professional advancement. Hidden Area The "Hidden Area," also known as the "Facade," in the Johari Window, refers to the parts of ourselves that we know about but decide to keep confidential from others. This includes feelings, thoughts, fears, and past experiences that an individual may not feel comfortable or safe to share within a group setting. Addressing the Hidden Area is crucial for personal growth and enhancing group dynamics, as it involves balancing the need for privacy with the benefits of openness and vulnerability. Understanding the Hidden Area Definition: The Hidden Area comprises information, emotions, and motivations that an individual knows about themselves but does not disclose to others, often due to fear of judgment, vulnerability, or lack of trust. Importance: Reducing the Hidden Area can lead to deeper connections and trust within a team, as it encourages a culture of openness and authenticity. Sharing more personal aspects can foster empathy, understanding, and stronger bonds among team members. Strategies for Reducing the Hidden Area Promote a Safe Environment: Creating a supportive and non-judgmental space is essential for individuals to feel comfortable sharing more personal or sensitive information. This includes establishing clear norms around confidentiality and respect. Encourage Incremental Sharing: Encourage team members to share at their own pace, recognizing that comfort levels vary. Small steps toward openness can gradually build trust and confidence in the safety of the group. Lead by Example: Leaders and team members who openly share their own vulnerabilities and personal stories can set a precedent, demonstrating the value and safety of sharing in the group. Facilitate Private Conversations: Sometimes, individuals may be more willing to open up in one-on-one conversations rather than in a group setting. Providing opportunities for private discussions can help bridge the gap to wider group sharing. Offer Support and Understanding: Responding with empathy, understanding, and support when individuals do choose to share can reinforce the safety and acceptance of the group environment, encouraging others to open up. Benefits of Reducing the Hidden Area Improved Trust and Authenticity: As individuals share more about themselves, trust deepens, and relationships become more authentic, enhancing group cohesion and support. Increased Self-Awareness: The process of deciding what to share often involves reflection and self-examination, which can lead to greater self-awareness and personal growth. Enhanced Group Dynamics: A reduced Hidden Area leads to a more open and honest communication style, improving problem-solving, creativity, and collaboration within the team. Stronger Emotional Connections: Sharing personal experiences and vulnerabilities allows for deeper emotional connections and empathy among team members, contributing to a more supportive and cohesive group. Considerations When executive coaches plan to implement the Johari Window in group settings, beyond the discussed considerations above, they should also account for the following critical factors to ensure the exercise's effectiveness and relevance for all participants: Cultural Sensitivity and Diversity Cultural Norms: Recognize that cultural backgrounds significantly influence individuals' willingness to share personal information and their perception of feedback. Coaches should tailor their approach to respect and accommodate these differences. Diversity in Communication Styles: Be aware of the diverse communication styles that exist within a group, ensuring that the exercise respects and adapts to these differences rather than enforcing a one-size-fits-all approach. Psychological Safety Establishing Trust: Before diving into the exercise, it's crucial to establish a strong foundation of trust. Participants must feel safe to share and receive information without fear of negative repercussions. Handling Sensitive Information: Coaches should have strategies in place to manage situations where sensitive or potentially harmful information is shared, ensuring it does not negatively impact the individual or the group dynamics. Individual Readiness and Consent Voluntary Participation: Make it clear that participation is voluntary, especially when it comes to self-disclosure. Participants should never feel coerced into sharing more than they are comfortable with. Readiness Assessment: Assess each participant's readiness for the exercise, as not everyone may be at a point where such an activity would be beneficial. Tailoring interventions to the readiness and comfort levels of participants can prevent potential discomfort or harm. Personal Boundaries and Privacy Respecting Boundaries: Emphasize the importance of respecting personal boundaries. Not all information needs to be shared, and individuals should feel in control of what they choose to disclose. Privacy Concerns: Ensure that any information shared during the exercise remains confidential within the group, reinforcing the trust and safety needed for the exercise to be effective. Follow-Up and Support Providing Resources: Offer resources and support for individuals who may uncover or share challenging aspects of themselves during the exercise. This could include professional counseling services or peer support groups. Action Planning: Assist participants in developing action plans to address any discoveries made during the exercise, ensuring that insights lead to constructive personal and professional development. Integration with Broader Development Programs Alignment with Goals: Ensure that the Johari Window exercise aligns with the broader goals of the group or organization's development programs. It should be a complementary tool that supports overall objectives, not a standalone activity. Continuous Learning: Encourage an ongoing process of self-discovery and mutual feedback beyond the exercise, fostering a culture of continuous learning and development. References Saxena, P. (2015). Johari window: An effective model for improving interpersonal communication and managerial effectiveness. SIT Journal of Management, 5(2), 134-146. Copyright © 2024 by Arete Coach LLC. All rights reserved.

The stories we tell ourselves are woven from a complex interplay of beliefs and attitudes. These narratives, often shaped by our experiences and perceptions, can influence our outlook on life and our potential for growth. Understanding how beliefs can become limiting and how they shape our personal stories is key to unlocking our full potential. Beliefs as Narrative Anchors Beliefs serve as anchors in the stories we construct about ourselves and the world around us. They are not just ideas we hold; they shape our perceptions and judgments. For instance, if we believe we're not good at something, that belief can color how we approach challenges and opportunities. It becomes a part of our narrative, influencing how we see ourselves and what we think we can achieve. Our personal narratives are built upon the foundation of these beliefs. They shape the way we interpret events, make decisions, and interact with others. If we hold limiting beliefs—such as "I'll never succeed" or "I'm not worthy"—these narratives can hold us back from reaching our true potential. They create a lens through which we view ourselves and the world, potentially stifling growth and resilience. Recognizing and challenging limiting beliefs is essential for personal development. Research shows that when we question these beliefs and examine the evidence behind them, we can reshape our narratives in empowering ways (Freedman, 1996). It's like editing a story—we revise the plot to include strengths, achievements, and possibilities we may have overlooked. The Role of Cognitive Processes Research suggests that our beliefs and attitudes can evolve when we gain new insights or information (Freedman, 1996). When we engage in deep thinking or consider different perspectives, we can break free from the constraints of limiting beliefs. This process allows us to rewrite our stories with optimism and confidence, emphasizing our capabilities and potential. By staying open to new experiences and challenging our assumptions, we expand our narrative possibilities. This flexibility helps us adapt and grow, fostering a more positive and resilient self-concept. Identifying Limiting Beliefs The first step in overcoming self-limiting beliefs is to acknowledge their existence. These beliefs often manifest as internal narratives that undermine confidence and competence. For instance, beliefs such as "I'm not capable enough" or "I'll never be as successful as others" can profoundly impact decision-making and leadership effectiveness. The Process of Challenging Beliefs Recognition and Documentation: Begin by asking the coachee to identify and write down a specific belief they hold about themselves that may be limiting their progress. This could range from doubts about their skills to fears of failure. Critical Inquiry: Once the belief is identified, guide them through a series of probing questions: Fact vs. Assumption: Ask whether the belief is grounded in factual evidence or assumptions. Research in cognitive-behavioral therapy underscores that challenging such beliefs can alter negative thought patterns, thereby reducing anxiety and improving overall mental well-being (Curtiss, 2021). Contradictory Evidence: Encourage mindfulness and prompt them to consider instances or achievements that contradict this belief. Studies suggest that this process can lead to changes in neural pathways associated with self-perception, impacting behavior and performance (Schuman-Olivier, 2020). Perspective Shift: Encourage the coachee to imagine advising a friend who holds the same belief. Research in educational psychology highlights that fostering a growth mindset through such exercises can enhance academic performance and motivation (Limeri, 2020). Reframing the Belief: The ultimate goal is to help the coachee transform their limiting belief into a more empowering statement. For example, "I lack the skills" could be reframed as "I have the capacity to learn and grow in new areas." Empowerment Through Reframing By challenging these beliefs, executives not only gain clarity on their strengths but also cultivate a mindset conducive to growth and resilience. This process of reframing empowers them to approach challenges with confidence and embrace opportunities for development. In executive coaching sessions, this exercise serves as a foundational tool for personal and professional development. As coaches, guiding executives through this introspective journey fosters self-awareness and unlocks untapped potential. It equips them with the mental agility needed to navigate complex leadership roles and inspire their teams effectively. The Main Takeaway The stories we tell ourselves are not fixed—they are dynamic and can evolve over time. By understanding how beliefs influence our narratives and identifying limiting beliefs, we empower ourselves to rewrite these stories in ways that support personal growth and fulfillment. It's a journey of self-discovery and empowerment, where each chapter represents an opportunity to embrace new perspectives, challenge old beliefs, and create a narrative that reflects our true potential. References Curtiss JE, Levine DS, Ander I, Baker AW. Cognitive-Behavioral Treatments for Anxiety and Stress-Related Disorders. Focus (Am Psychiatr Publ). 2021 Jun;19(2):184-189. doi: 10.1176/appi.focus.20200045. Epub 2021 Jun 17. PMID: 34690581; PMCID: PMC8475916. Freedman, Jill & Combs, Gene. (1996). Narrative Therapy: The Social Construction of Preferred Realities. Psyccritiques. 42. Limeri, L. B., Carter, N. T., Choe, J., Harper, H. G., Martin, H. R., Benton, A., & Dolan, E. L. (2020). Growing a Growth mindset: Characterizing How and Why Undergraduate Students’ Mindsets Change. International Journal of STEM Education, 7(1). https://doi.org/10.1186/s40594-020-00227-2 Schuman-Olivier, Z., Trombka, M., Lovas, D. A., Brewer, J. A., Vago, D. R., Gawande, R., Dunne, J. P., Lazar, S. W., Loucks, E. B., & Fulwiler, C. (2020). Mindfulness and Behavior Change. Harvard review of psychiatry, 28(6), 371–394. https://doi.org/10.1097/HRP.0000000000000277 Copyright © 2024 by Arete Coach™ LLC. All rights reserved.

We all ask questions, but do our questions serve powerfully in our coaching sessions? Do they inspire further investigation? Do they invite our clients to dive into issues, and ponder what their goals and ambitions are? If not, are they merely pushing the conversation along? Continue reading to explore what questions are, the usefulness of powerful questions, and seven practical tips on asking powerful questions. If this topic piques your interest, tune into Episode #1021 of the Arete Coach Podcast where we explore powerful questioning and the use of this tool in executive coaching situations. What are questions? Questions are statements that seek to clarify or further understand information or details. But what determines if they are “powerful” or “bad”? A question’s worth is determined by the usefulness it provides to a conversation. Powerful questions support a client’s goals, inspire reflection, and help them reach their fullest potential. While there are many valuable questions to ask, the most valuable questions support a client’s journey to their best self. For example, powerful questions can be future-based such as, “Two years from now, where do you want to be?” This question addresses current goals by association to future completion and allows the client to pave their way to success in their own words. Bad questions simply push the conversation towards an unimportant topic or only serve to avoid silence. For example, imagine if during a session you began to ask about the weather for a prolonged period of time. The weather has little to do with your client’s circumstances or goals, and only serves to avoid silence. Why are powerful questions useful? As stated previously, powerful questions push clients to ponder their situation and inspire them to reach their highest potential. According to Terry Heick, “questions seek and frame and expose” important information and topics (2021). Questions allow executive coaches a chance to learn more about their clients, and give clients an opportunity to follow a potentially new thought pattern. If a client has never directly been asked what their overall goal is, have they ever been given the opportunity to explore the idea? By voicing their thought process, they can further develop their own understanding of their goals and receive feedback, direction, and insights from their executive coach. Heick summarizes the importance of powerful questions in his quote: “The right question at the right time can make a learning experience, because more than anything read, drawn, or even written, a question is acute and properly troubling. It creates a needle-point of light even as it suggests darkness.” -Terry Heick As executive coaches, it is our job to teach our clients how to reach their full potential. This requires that both the coach and client develop an accurate understanding of what that potential is. This understanding is taught to the client through questions and supported by timely responses and a respect for silence. Allowing clients to ponder in silence offers immeasurable opportunities for growth in these moments of self-reflection. 7 aspects of powerful questions Understanding By Design, a comprehensive work by Jay McTighe and Grant Wiggins, identifies seven essential aspects of powerful questions (2004-2012). These principles can be applied by executive coaches in their sessions to further their client’s learning and growth to their fullest potential and best self. 1. Open-ended questions Open-ended questions do not typically have a single, final, or correct answer. They are questions that invite the client to open a dialogue of their choice. These questions are a lot like brainstorming. They make room for creativity in response and give the client the freedom to explain, elaborate on, or clarify topics that are important to him/her. Questions like these allow for both the client to learn by pondering and the coach to learn by client-led revelations. Open-ended questions also offer advantages that closed questions fail to account for. According to Schuman and Presser, closed questions can create bias in the client by naturally seeking to maintain social desirability (1979). Open-ended questions offer the client free reign on how they will voice their beliefs. An example of this can be seen in the following conversations: Open-ended question Coach: “How do you feel about your employee’s behavior in the office?” Client: “I feel like it was justified, but still inappropriate for the workplace. I think I will need to take disciplinary action regardless.” Coach: “What do you think the best outcome would be for the situation?” Closed question Coach: “Do you think that your employee’s behavior was wrong?” Client: “Yes, I think in some ways.” Coach: “Are you going to write them up?” Client: “Probably” The coach who asked the closed questions lost valuable information about his client’s opinions and stance towards the topic at hand. The closed question coach doesn’t know that the client feels his employee’s behavior was justified or his employee’s plan of action. By asking an open-ended question, the coach in our example was able to ask more questions and gain additional insight into the topic at hand. Their discussion began with the topic of an employee’s behavior and then invited the client to ponder what they believe would be the best outcome. This open-ended conversation helps the client understand what they want out of the situation at hand and gives the coach insight to their desires which allows them to aid the client better. 2. Thoughtful questions Thoughtful questions spark discussion or debate. They invite the client to question their stance on their goals and beliefs. These questions support intentional action that moves the client from reaction to thoughtful decision. David Wind, CEO of Eduflow, suggests a few types of questions that provoke thought. Wind states that “the ability to consider many possible solutions instead of just one” is a valuable way to invoke thought (2020). Questions that widen the frame of perspective for clients allow them to ponder other potential courses of action and different ways of reaching their goals. The goal of these questions is to move the client from “passive receptor” to “active participant” in the creation of their own goals, the development of their best self, and the understanding of their “unique perspective” (Wind, 2020). 3. Higher-order analysis based questions These questions encourage clients to analyze and practice higher-order thought of what they have learned in their experiences with their own career path, their coach, or materials provided outside of the coaching session (Wind, 2020). Questions like these often use what Wind calls “causal reasoning” (2020). Causal reasoning leads clients to refer to the knowledge they currently have and apply it to their life. An example of causal reasoning would be asking a client: “Based on the reading I gave you after our last session, what are some changes you might make to your daily life practices?” This question specifically asks clients to question the cause-and-effect that the reading had on their life. By intentionally asking questions that analyze information and previous learnings, clients can become more comfortable with analyzing their current situation based on new information and experiences. 4. Questions that focus on important ideas Powerful questions hone in on the important ideas at hand. These questions refrain from beating around the bush and directly tackle issues. Unfortunately, this can be a challenge to new and experienced coaches alike. It can be daunting to ask questions that confront issues or inconsistencies, but it is essential for growth and can be done with tact. Mcdaniel of Vanderbilt University recommends that before entering potential “hot button” topics into the discussion, consider how they will be valuable for the client (2021). Will they careen the client into action towards their highest-self? Will they appreciate the confrontation later on in life or will it only discourage the client? Being purposeful in times of difficult discussion is challenging, but important. In the words of Christopher Hitchens: “There can be no progress without head-on confrontation” - Christopher Hitchens By choosing to focus on important topics and asking relative questions, we can embrace the potential that comes with confrontation and change. 5. Additional questions Additional questions offer the client more time for reflection and reaffirmation of established ideas. Often referred to as follow-up questions, additional questions dive deeper into the present goals and concerns addressed by the initial answer. In an article by Winston Resources, there are three central ideas that can be used to formulate additional questions. The first of these ideas is “asking the original question in a new way” (Why, 2014). By repeating questions the client can be encouraged to go into more detail and dive deeper into their reasoning. It is important when re-asking questions to remember that silence between the answer and question is okay and encouraged. This silence allows the client to ponder on the issues at hand in a deeper more purposeful way. Secondly, it is recommended that you “link” a client’s answers together. This tells clients that you are painting a full and more detailed picture of them and also gives them the opportunity to correct you as the coach if needed (Why, 2014). Lastly, ask clients about the “ramifications” of their answers (Why, 2014). This leads clients in further analysis of their own ideas and gives an opportunity to confront any unmet goals that may arise as a result of decisions. 6. Questions that need additional support Questions that need additional support often regard asking a client their opinion or belief on specific situations. By talking with clients about their reasoning and justification for their actions and behaviors, coaches can encourage more intentional action based on the goals that their clients want to achieve. This reflection can give way to further realization of the gaps between their reality and their goals. Answers that require evidence and information to back up claims strengthen the client’s claims or encourage the client to address possible misconceptions and errors of logic that they may hold. 7. Repeated questions Repeated questions allow both the client and coach to monitor the growth and progress that is being made after attending sessions. It is recommended that coaches keep notes of the goals and measurable actions that have been given to clients between sessions. Revisiting these goals and topics offers the client and coach an opportunity to celebrate success or address potential issues. When potential issues with the former plan of action are addressed, a conversation can be built around why this plan didn’t work for the client and what other plans could be made to help them achieve their goals. If the goals were achieved, a moment of celebration helps the client realize the benefit that they are receiving from their coaching sessions. Having moments of reflection on success further establishes the importance of the actions taken to achieve the goal and increases the confidence of the client in their own ability. Examples of powerful questions Open-ended questions “What is the best outcome that you believe could come from this situation?” “Can you explain…” “Tell me more about…” “How will you know if this implementation is on track? “What would success look like…? Thoughtful questions Tell me what you think your employee’s stance on this issue is? Have you considered…? I’m puzzled about ____, can you tell me more about…? Higher-order analysis based questions Based on your previous experience with this individual, what do you think…? In our last session, we talked about teaching independence. What do you think a good outcome of that discussion was? Questions that focus on important ideas You recently stated that you are interested in a new business venture, what are some concerns that are holding you back? What is the most important goal you have right now? Can you tell me more about how this goal is important to you? Additional questions What kind of effect do you think this decision will have on others? Can you clarify your goal in this situation for me? Questions that need additional support Why do you think this is your best course of action? How will this lead you to your overall goal? Repeated questions How has your goal of … been going? What are some differences you’ve made this past month to help you reach your goal? References Arete Coach Podcast, e:1021, “Exploring Powerful Questioning,” 3/29/21, with podcast host Severin Sorensen. Mcdaniel, R. (2021, February 18). Difficult Dialogues. Vanderbilt University. https://cft.vanderbilt.edu/guides-sub-pages/difficult-dialogues/. Schuman, H., & Presser, S. (1979). The Open and Closed Question. American Sociological Review, 44(5), 692–712. https://doi.org/10.2307/2094521 Why Follow-Up Questions are Important. Winston Resources. (2014, December 11). https://www.winstonresources.com/2014/12/11/why-follow-up-questions-are-important/#:~:text=It%20lets%20the%20person%20know,of%20learning%20more%20about%20them. Wiggins, G., & McTighe, J. (2004-2012). Understanding by design. Association for Supervision and Curriculum Development. Wind, D. K. (2020, September 28). How to Write Discussion Questions That Actually Spark Discussions · Eduflow blog. RSS. https://www.eduflow.com/blog/how-to-write-discussion-questions-that-actually-spark-discussions. Copyright © 2021 by Arete Coach LLC. All rights reserved.

Grit has been identified as a critical component of success (Lechner, Danner, and Rammstedt, 2019). Synonymous with “backbone” and “fortitude”, grit enables leaders to pursue their goals till their completion and continue despite difficulties (Merriam-Webster). But what really is “grit”? What are some examples of gritty individuals? How do people with “grit” behave? What does current research say about grit? How do we assess how much grit job applicants have and how do we encourage grit in our lives and the lives of our executives? Continue reading to find out. “As much as talent counts, effort counts twice.” ― Angela Duckworth, Grit What is grit? Grit is what pushes individuals to success, past their challenges, and to their best self. It is what makes the difference between those conquered by challenges and conquers of their challenges. Angela Duckworth’s book states that grit is made of passion and perseverance (2018). It is “firmness of mind or spirit: unyielding courage in the face of hardship or danger” (Merriam-Webster). Grit is when goals are achieved despite the challenges. It is created by a passion to succeed and the perseverance to keep going despite obstacles for extended periods of time. Traits of those with grit Individuals that have an increased amount of grit are also more likely to have the following traits: Fewer job changes. Gritty individuals are more likely to stay at their current jobs despite challenges in order to further develop their careers (Duckworth & Quinn, 2009). Courage in the face of adversity. When gritty individuals face challenges, they move forward despite the fear of failure. Vigilance. Gritty individuals are aware of their goals and their progress towards their goals. Perseverance. Gritty individuals don’t give up when faced with setbacks or obstacles Resilience. Gritty individuals “recover quickly from difficulties” Purposeful. Gritty individuals have a personal purpose or meaning to their goals (SACAPP, 2019). Relational. Gritty individuals have deeper connections when they see relationships as a meaningful goal. Hopeful. Gritty individuals maintain the hope that their goals are achievable and will be achieved. Humility. Gritty individuals “don’t need anyone’s approval or praise” in order to boost their “self-esteem.” Self confidence. Gritty individuals are self-confident in their abilities and aren’t afraid to “bet on themselves.” Focused. Gritty individuals are able to stay focused on the specific goals that hold meaning to them. Stubborn. Gritty individuals can display stubbornness in the pursuit of their goals. They often refuse to give up until their goal is reached. Learns from failure. Gritty individuals learn from their failures in order to better face challenges ahead in order to meet their goals. Authentic. Gritty individuals are not afraid of challenges and mistakes. Because they are authentically themselves and “comfortable in their own skin.” Growth mindset. Gritty individuals have a growth mindset and believe that they can achieve their goals with enough hard work (Miller, n.d.). Examples of those with grit Thomas Edison the Inventor Grit turns goals into reality and pulls entrepreneurial leaders such as Thomas Edison into the history books as monumental leaders. Dave Lavinsky shares Thomas Edison’s story as a shining example of grit and perseverance. As a child, Thomas Edison was expelled from school and labeled as “stupid” and “unteachable.” By the time he was 21, he had been fired from multiple jobs including one with a telegraph company. However, Thomas never stopped pursuing his true passion: inventing. His resilience led him to create one of the most impactful inventions in the twentieth century: the lightbulb. Using knowledge from other inventors, Thomas Edison was able to create the first “practical” and “affordable” option “for home illumination” (Latson, 2014). Without the Grit of Thomas Edison, the fabric of our modern lifestyle would be forever altered. Ursula Burns: CEO of Xerox Ursula Burns was CEO and chairman of Xerox, an “international document-management business services company.” Ursula was the “first African American woman to serve as CEO of a Fortune 500 company and the first female to accede to the position of CEO.... in succession after another female.” Ursula faced her own challenges in her life that required grit to overcome. She was raised in a low-income housing project by a single mother who worked multiple jobs for her to attend a preparatory school. Ursula didn’t let her childhood economic position hold her back in life. She excelled in grade school and soon graduated with a bachelor’s degree in mechanical engineering from New York University. After this, she graduated with her master’s in mechanical engineering from Columbia University. Her time with Xerox began as a summer mechanical-engineering intern and rose to become a full-time employee. Over her time in Xerox, she broadened her areas of leadership and was promoted to president in 2007. She remained president till 2016. During her time as CEO of Xerox, she helped United States President Barack Obama lead the STEM Education Coalition, was a member of the President’s Export Council and served as a board member for various companies including Exxon Mobil, Uber, and VEON (Nolen, 2020). Evidenced in her thriving academics and career success, Ursula overcame the challenges of growing up in a low-income area with an immense amount of grit. In Ursula’s story specifically, she displayed grit by not giving up in her pursuit of a degree and grit in her continual pursuit of career development even after being hired on by Xerox. “The three great essentials to achieve anything worthwhile are, first, hard work; second, stick-to-itiveness; third, common sense.” ― Thomas A. Edison Research supporting grit Angela Duckworth, one of the leading researchers of grit, defines grit as the “passion and perseverance for very long-term goals” (Duckworth et al., 2007). In Duckworth’s presentation with TED Talks, she explains how she stumbled upon the idea of grit. As she taught 7th-grade math, she noticed that IQ was not the determining factor of success in her students. Because of this, she sought to find out what the determining factors of success are and found the concept of “grit.” She has since become a psychologist and further researched the “one characteristic” that "emerged as a significant predictor of success... grit” (Duckworth, 2013). Duckworth, Peterson, Matthews, and Kelly discuss grit in their research as a factor that encourages individuals to work “strenuously toward challenges, maintaining effort and interest over years despite failure, adversity, and plateaus in progress” (2007). They state that individuals with grit see achievements as a “marathon” not a sprint (Duckworth et al., 2007). In the research done by Katherine Von Culin, Eli Tsukayama, & Angela Duckworth, data showed that grit has much to do with engaging in one’s goals intentionally. It has little to do with the emotional desire for pleasure, but much to do with goals, purpose in life, and seeking “happiness through engagement” (Katherine et al., 2014). In 2007, Duckworth and her team set out to determine if grit correlated with success level and how to measure grit in a series of six studies. These six studies sought to understand how to measure grit accurately and further identify the traits of grit. Their findings are summarized below: Study 1: Grit is developed through time Their first study was done using an online platform and a questionnaire they called the “Grit Scale” (Duckworth et al., 2007). This first study determined grit by the number of academic achievements obtained by individuals. They found that in individuals of the same age, those with greater academic achievements also had greater amounts of grit than those with less academic achievements. Their research also revealed that as age increased so do levels of grit leading them to state that their “intuition is that grit grows with age and that one learns from experience…” (Duckworth et al.,2007) Study 2: Grit is related to conscientiousness and perseverance Duckworth et al.’s second study was set in the same online platform and contained revisions to the “Grit Scale” (2007). They added the Big Five Inventory created by John and Srivastava in 1999 which measures extraversion, openness, conscientiousness, neuroticism, and agreeableness (Duckworth et al., 2007). After analyzing the questionnaire results, they determined that grit was more related to conscientiousness than neuroticism, agreeableness, extraversion, or openness (Duckworth et al., 2007). They also noticed in their research that those with less grit were more likely to self-identify as “frequent career changers.” (Duckworth et al., 2007) These findings indicate that conscientiousness or the “tendency to be responsible, organized, hard-working, goal-directed, and to adhere to norms and rules” is positively correlated grit (Psychology Today). Furthermore, grit can also be measured by the number of career changes a person has. This further instills the concept that grit is closely related to perseverance. Study 3: Grit’s relation to grade point average in adults In their third study, Duckworth and sought to understand if grit and educational attainment were correlated with “undergraduates at an elite university” (Duckworth et al., 2007). To answer this question they sent out an invitation to complete their grit scale and questionnaire that focused on “GPA, expected year of graduation, and SAT scores.” Overall, students with greater levels of grit had higher GPAs than those with lower levels of grit. However, grit was also “associated with lower SAT scores” (Duckworth et al., 2007). This finding was seen as “surprising” and indicates that perhaps those with lower IQs might “compensate by working harder and with more determination” (Duckworth et al., 2007). Study 4 & 5: Grit is related to success through adversity To understand the influence of grit on goal accomplishment in the midst of challenges and adversity, Duckworth, Peterson, Matthews, and Kelly studied a group of freshman cadets in the elite United States Military Academy, West Point. Cadets “completed questionnaires during a routine institutional group testing activity on the 2nd and 3rd days after arrival to West Point in June 2004” (Duckworth et al., 2007). They completed the scales and questionnaires that measured grit, self-control, and the whole candidate score (“composite of high school rank; SAT score; leadership potential score; and physical aptitude exam”). Their data was saved and then given a score for “summer retention” which stated whether or not they had quit the intensive military training prior to completion of the summer semester. After the data was analyzed, it was found that grit related only to self-control and that grit was a better predictor of summer retention “than any other predictor” (Duckworth et al., 2007). Candidates with greater amounts of grit, regardless of other measures, had a higher chance of completing the summer training program, sometimes called the “Beast Barracks” (Duckworth et al., 2007). This program was “deliberately engineered to test the very limits of cadets’ physical, emotional, and mental capacities” (Duckworth et al., 2007). Because of the correlation between grit and summer retention we can infer that grit is a motivating force towards goal achievement or completion despite challenges faced. It is grit that brings the individual to the next level of success and pushes them to goal completion. Study 6: Grit’s relation to avocational accomplishments and time practicing In Duckworth, Peterson, Matthews, and Kelly’s final study on grit, they studied a group of National Spelling Bee finalists (2007). They sought to understand how grit affected avocation (or hobby) accomplishments and how grit related to time practicing the task. Included in the traditional paperwork of spelling bees was a questionnaire for students that contained measures of grit, self-control, and verbal IQ (Duckworth et al., 2007). They found that children with higher levels of grit moved further in the competition than those without as much grit. They also found that students with more grit studied more and spent more time practicing which can explain why those with more grit moved farther in the competition. Furthermore, they found that Verbal IQ was the best predictor of whether or not a child would reach the final round of the Spelling Bee. However, Duckworth and her team state that they “speculate that grit would have been a significant predictor” as well as verbal IQ if they would have “obtained verbal IQ data on more children” (Duckworth et al., 2007). This increase in the importance of verbal IQ can also be attributed by the longer periods of studying done by peers with more grit. (Duckworth et al., 2007). These findings allow us to conclude that grit supports practice and goal attainment even in hobbies or avocational goals. How do we build grit? Best-Selling author and mental trainer, Patrick Edblad outlines five ways to build grit in his article titled: “This is How you Grow Your Grit: 5 Secrets From Research.” Below we outline his five tips on growing grit. Pursue your passion Patrick Edblad cites Angela Duckworth as the originator of this idea of finding something you are “passionate” about and pursuing it wholeheartedly. Chasing a goal that has personal meaning to you and is your own unique passion ensures greater fortitude against challenges and setbacks because of your pre-existing emotional investment in the topic. Having your own personal motivation for a career goal is an essential stamina builder on the marathon to success (Duckworth et al., 2007). Practice makes perfect Secondly, Edblad states that practice is essential for building grit. By putting “in the work to get a little better every day” we can build our grittiness towards adversity and learn to embrace challenges (2017). This is supported by the first study reviewed in Duckworth et al’s research (2007). They found that as individuals got older and had more learning experiences their levels of grit increased (Duckworth et al., 2007). Intentionally practicing grit by continuing in the pursuit of goals despite challenges, even in small daily goals, can greatly improve our ability to maintain a stance of grit when more challenging circumstances arise. "More than anything else, what keeps a person going in the midst of adversity is having a sense of purpose. It is the fuel that powers persistence." — John C. Maxwell Find your why This purpose-driven thinking is vital to grit and success. Edblad recommends connecting to a “higher purpose” and taking a “step back” to “understand how what you do” can “contribute to the well-being of others” (2017). In each episode of the Arete Coach podcast, interviewees are asked what their “why” is. Tune into the Arete Coach Podcast for some great examples of living a life with purpose. Cultivate hope Edblad believes that cultivating hope can help increase grittiness by increasing the belief that goal attainment is in fact possible (2017). Inspire your own grittiness by seeing your goals as genuinely attainable. By doing this, you are further encouraging your own grittiness and reminding yourself of the reward ahead. Duckworth supports Edblads ideas of cultivating hope specifically in her research when she defines having grit as the “belief that the ability to learn is not fixed” (Duckworth et al., 2007). Learn from the best Lastly, Edblad recommends surrounding “yourself with gritty people.” Edblad believes that “their norms and values will rub off on you” as you are inspired by your front-row seat to their innovation and actions (2017). By further developing relationships with gritty individuals and developing your own mindset that correlates with the ideas of grit such as perseverance, purpose, and resilience, grit you can intentionally further develop your own grittiness. Questions that inspire grit With acknowledgment to the directions on how to build grit outlined by Edblad, we have crafted several questions that can be used by executive coaches to encourage executives and CEOs to develop grit in their own lives. Imagine the best possible outcome. What is in your way from reaching this outcome? Have you let it stop you? How is your passion involved in your business plan? How can you build endurance that will help you achieve your goals? Do you see failures as final or temporary and why? What have you learned previously? How can you apply that to this situation? How can you learn from this situation? How does ___ affect others? Does ____ have an impact on your goals and aspirations? What is your “why” and how does this affect your decision? Does ____ hold personal importance to you? What are some positive outcomes of ___? Do you believe you can accomplish your goals? Have you succeeded from a similar situation in the past? What did that teach you? Who do you look up to? How do they display grit? Have you seen grit displayed before? How do you think ____ developed grit? What are some examples of grit you gain insight from? Questions that assess grit Grit is a valuable characteristic to look for when hiring new employees or executives. As stated previously, individuals with more grit tend to stay at jobs longer than those with less grit (Duckworth & Quinn, 2009). When challenges come, you can expect employees with grit to continue pursuing the goal at hand. Gritty employees understand that failures are temporary and are motivated to pursue success (Miller, 2018). The following are questions that can be used in interviews to assess the amount of grit a candidate has. Have you turned any of your dreams into reality? How do you bounce back from failure? Tell me about a time where you worked on a project for an extended period of time. How did you stay engaged? How do you respond to difficult situations? How likely are you to get distracted when working toward a goal for a long period of time? How do you manage stress? (Reddy, n.d.) Can you share with me a time when you displayed persistence? What is something that you are passionate about? How have you acted on this passion? The grit-scale Angela Duckworth, the lead researcher of grit created a short questionnaire that analyzes the amount of grit in an individual. Assessing candidate’s grit with this scale is a reliable and accredited way to ensure you’re hiring gritty employees. However, it is important to note that when candidates are doing this questionnaire, they may alter their answers to make themselves appear more gritty than they actually are. Because of this, it is beneficial to also ask questions that assess grit during interviews in the form of open-ended questions. What does it all mean? Grit has been shown to be a key factor of success and goal attainment by research from Duckworth and her associates (Duckworth et al., 2019). Grit is learned, developed over time, aids in goal completion, and has a direct relation to perseverance. By supporting your own sense of grit, you can further develop the resilience and stamina to face challenges ahead with purpose, stamina, and success. Coaches can exemplify grit to their clients by reaching their own personal goals and sharing their experiences with grit development. This personal adoption of a key to success encourages clients to embrace grit in their own lives and gives coaches the opportunity to offer insight when necessary. Furthermore, clients that exhibit greater signs of grit are more likely to continue striving for their personal best. Much like the cadets in Duckworth’s research on grit in boot camp perseverance, clients that receive coaching are pushed to challenge their personal best and strive for greater success. "Heroes are never perfect, but they're brave, they're authentic, they're courageous, determined, discreet, and they've got grit." — Wade Davis References About Angela Duckworth. (n.d.). Retrieved from https://angeladuckworth.com/research/ Duckworth, A. L. (2013, May) Grit: The power of passion and perseverance [Video] TED Conferences. https://www.ted.com/talks/angela_lee_duckworth_grit_the_power_of_passion_and_perseverance/up-next?language=en Duckworth, A. (2018). Grit: The power of passion and perseverance. New York, NY: Scribner. Duckworth, A. L., Peterson, C., Matthews, M. D., & Kelly, D. R. (2007). Grit: Perseverance and passion for long-term goals.Journal of Personality and Social Psychology, 92(6), 1087-1101. https://doi.org/10.1037/0022-3514.92.6.1087 Duckworth, A. L., & Quinn, P. D. (2009). Development and Validation of the Short Grit Scale (Grit–S). Journal of Personality Assessment, 91(2), 166-174. doi:10.1080/00223890802634290 Duckworth, A. L., Quirk, A., Gallop, R., Kelly, D. R., & Matthews, M. D. (2019). Correction for Duckworth et al., Cognitive and noncognitive predictors of success. Proceedings of the National Academy of Sciences, 116(52), 27163-27163. doi:10.1073/pnas.1920625117 Edblad, P. (2017). This is How to Grow Your Grit: 5 Secrets From Research. Retrieved from https://betterhumans.pub/this-is-how-to-grow-your-grit-5-secrets-from-research-9c78c803093e Katherine R. Von Culin, Eli Tsukayama & Angela L. Duckworth (2014) Unpacking grit: Motivational correlates of perseverance and passion for long-term goals, The Journal of Positive Psychology, 9:4, 306-312, DOI: 10.1080/17439760.2014.898320 Latson, J. (2014, October 21). Thomas Edison Invents Light Bulb and Myths About Himself. Retrieved from https://time.com/3517011/thomas-edison/ Lavinsky, D. (n.d.). 7 Entrepreneurs Whose Perseverance Will Inspire You. Retrieved from https://www.growthink.com/content/7-entrepreneurs-whose-perseverance-will-inspire-you Lechner, C. M., Danner, D., & Rammstedt, B. (2019). Grit (effortful persistence) can be measured with a short scale, shows little variation across socio-demographic subgroups, and is associated with career success and career engagement. Plus One, 14(11). doi:10.1371/journal.pone.0224814 Merriam-Webster.com. Retrieved April 26th, 2021, from Grit | Definition of Grit by Merriam-Webster Miller, C. (n.d.). How to Get More Grit: 10 Traits That Every Authentically Gritty Person Needs. Retrieved from https://www.carolinemiller.com/authentically-gritty/ Miller, J. (2018, February 26). TED Talk Tuesday: Why You Want Gritty Employees. Retrieved from https://www.cornerstoneondemand.com/resources/blogs/ted-talk-tuesday-why-you-want-gritty-employees/ Nolen, J. L. (202). Ursula Burns. Retrieved from https://www.britannica.com/biography/Ursula-Burns Psychology Today. (n.d.). Conscientiousness. Retrieved from https://www.psychologytoday.com/us/basics/conscientiousness SACAP The South African College of Applied Psychology. (2019, September 30). What is grit? These are the 5 characteristics. Retrieved from https://www.sacap.edu.za/blog/applied-psychology/what-is-grit/ Reddy, C. (n.d.). Top 8 Interview Questions to Assess Grit and Resiliency. Retrieved from https://content.wisestep.com/interview-questions-assess-grit/ Copyright © 2021 by Arete Coach LLC. All rights reserved.

Curiosity, often overlooked and underestimated, holds the key to a fulfilling life. In a world that emphasizes happiness as the ultimate goal, we need to recognize that there is more to a meaningful existence than simply being happy. The missing ingredient, according to the research of Dr. Todd B. Kashdan and others, is curiosity. In this article, we explore the hidden benefits of curiosity and how it impacts various aspects of our lives, including meaning and purpose, well-being, memory, motivation, and social relationships. Meaning and purpose Meaning and purpose are essential components of a fulfilling life. When we are curious, we go beyond surface-level attention and engage deeply with the world around us. Dr. Kashdan explains that curiosity is “not about being attentive; it's about the quality of our attention” (Kashdan, 2010). Curiosity motivates us to delve into our inner selves and the world, seeking meaning and embracing scientific exploration and innovation. It is the driving force behind personal growth and the pursuit of a meaningful life. Well-being Well-being is another area where curiosity shines. Those who embrace curiosity and willingly embrace novelty, uncertainty, and challenges have an advantage in creating a fulfilling existence. Without curiosity, life would lack exploration, introspection, aesthetic appreciation, and the search for meaning. Curiosity opens doors to new experiences and perspectives, leading to personal growth and a richer, more vibrant life. Curiosity plays a crucial role in our overall well-being and contributes to a fulfilling existence. As highlighted in the Handbook of Positive Psychology, several questions arise that shed light on the significance of curiosity in relation to well-being: “How can clinicians, counselors, and coaches use curiosity and novelty to enhance everyday life and prevent degenerative conditions, such as Alzheimer’s disease?” Curiosity offers promising avenues for enhancing well-being and preventing cognitive decline. Exploring how professionals in the field of mental health can leverage curiosity and novelty in their interventions can lead to innovative approaches that promote well-being and cognitive health. “How does curiosity influence other constructs in positive psychology, such as meaning in life, maturity, wisdom, spirituality, creativity, and healthy relationships?” Curiosity is interconnected with various constructs that contribute to well-being. Understanding the intricate relationships between curiosity and these constructs can provide a comprehensive framework for fostering well-being in a variety of life domains. (Snyder, 2022). Memory Curiosity proves to be particularly beneficial for memory, especially among elders. Giulia Galli and her colleagues' research reveals that stimulating curiosity in the elderly can lead to improved cognitive abilities and memory (Galli, 2018). This finding highlights the potential of curiosity as a powerful tool in mitigating degenerative conditions like Alzheimer's disease. In the words of Sylvan Tomkins, a pioneering social psychologist, "The importance of curiosity to thought and memory are so extensive that the absence... would jeopardize intellectual development no less than the destruction of brain tissue" (Tomkins, 1962). Curiosity's enduring appeal significantly influences the formation of thoughts and the retention of memories. Motivation Curiosity is an important factor in driving motivation, facilitating learning, and enhancing overall well-being. Dr. Kashdan and his team have developed the Curiosity and Exploration Inventory (CEI) to assess curiosity, identifying two key factors: stretching, which symbolizes the innate desire to seek knowledge and explore new experiences, and embracing, which entails a readiness to accept and welcome the unfamiliar (Kashdan, 2009). Their research has demonstrated a positive correlation between curiosity and personal growth, openness to new experiences, autonomy, and positive emotions (Kashdan, 2009). Curiosity acts as a catalyst for intrinsic motivation and facilitates the state of flow, where we become fully immersed and engaged in an activity. By expanding our horizons and unveiling new possibilities, curiosity could enhance our motivation and overall well-being. Social relationships Finally, curiosity has been found to have a profound impact on social relationships. Dr. Kashdan emphasizes that curiosity is “the secret juice of relationships” (Kashdan, 2005): “Being interested is more important in cultivating a relationship and maintaining a relationship than being interesting; that’s what gets the dialogue going…It’s the secret juice of relationships.” - Dr. Kashdan When we are genuinely curious about others—their thoughts, feelings, and behaviors—we foster deeper connections and create meaningful dialogue. Curious people have a knack for "reading" others, picking up on verbal and nonverbal cues, and understanding their personality traits. This ability enhances their social interactions and strengthens their relationships (Kashdan, 2013). The main takeaway In conclusion, curiosity holds a multitude of hidden benefits that go far beyond what meets the eye. Curiosity holds a central role in a fulfilling life, offering meaning and purpose, promoting well-being, improving memory, motivating, and fostering social relationships. As we embrace curiosity and never stop asking why, we unlock a world of possibilities and embark on a journey of self-discovery and personal growth. So, let us cultivate our curiosity, nurture it, and let it guide us towards a more meaningful and fulfilling life. References Kashdan, T. B. (2010). Curious?: Discover the Missing Ingredient to a Fulfilling Life. Harper Perennial. Snyder, C. R., & Lopez, S. J. (Eds.). (2002). Handbook of positive psychology. Oxford University Press. Giulia Galli, Miroslav Sirota, Matthias J. Gruber, Bianca Elena Ivanof, Janani Ganesh, Maurizio Materassi, Alistair Thorpe, Vanessa Loaiza, Marinella Cappelletti & Fergus I. M. Craik (2018) Learning facts during aging: the benefits of curiosity, Experimental Aging Research, 44:4, 311-328, DOI: 10.1080/0361073X.2018.1477355. Tomkins, S. S. (1962). Importance of Curiosity to Thought and Memory Are So Extensive. Affect, imagery, consciousness. Vol. 1. The positive affects. New York: Springer. Kashdan TB, Gallagher MW, Silvia PJ, Winterstein BP, Breen WE, Terhar D, Steger MF. The Curiosity and Exploration Inventory-II: Development, Factor Structure, and Psychometrics. J Res Pers. 2009 Dec 1;43(6):987-998. doi: 10.1016/j.jrp.2009.04.011. PMID: 20160913; PMCID: PMC2770180. Kashdan, T.C., Roberts, J. E. (2005). Trait and State Curiosity in the Genesis of Intimacy: Differentiation From Related Constructs. https://doi.org/10.1521/jscp.23.6.792.54800. Kashdan, T. B., Sherman, R. A., Yarbro, J., Funder, D. C. (2013). How Are Curious People Viewed and How Do They Behave In Social Situations? From The Perspectives Of Self, Friends, Parents, And Unacquainted Observers. J Pers, 2(81), 142-154. https://doi.org/10.1111/j.1467-6494.2012.00796.x. Copyright © 2024 by Arete Coach LLC. All rights reserved.

By the middle of any given year, a senior executive has made hundreds of decisions, navigated dozens of difficult conversations, and cycled through enough strategic pivots to fill a casebook. They have also, in all likelihood, spent a significant portion of that time working alongside an AI assistant: drafting communications, thinking through problems, preparing for high-stakes meetings, and processing the complexity of organizational life in real time. What most executives have not done is turn that relationship around and ask the AI what it has observed. AI does not observe in the way a human colleague does. What it does have is access to the language you actually used, the problems you chose to bring to it, the decisions you framed and reframed before arriving at a conclusion, and the questions you kept returning to across time. It is a remarkably revealing dataset. The mid-year AI check-in is a practice built on a simple premise: if you have been honest with your AI over the past six months, it has seen something worth asking about. The questions that follow are designed to help you surface that material that is genuinely useful. Why the Mid-Year Moment Matters There is a quality of attention that becomes available at the midpoint of a year that is difficult to access in the daily flow of work. The first half is complete enough to reveal patterns but recent enough that those patterns still feel actionable. The second half has not yet been determined, which means the insights generated now have real leverage. For most executives, mid-year is also a natural inflection point in organizational life. Performance reviews are either just behind or just ahead. Strategic plans that were set in January are either holding or quietly unraveling. Teams that were configured for one set of priorities may need to be reconfigured for another. The executive who enters the second half of the year with a clear-eyed understanding of how they have actually been leading, as distinct from how they intended to lead, is in a materially better position than the one who simply continues forward on momentum. The AI check-in does not replace the kind of reflection a skilled executive coach provides. What it offers is something different and complementary: an on-demand, private, low-friction way to examine the evidence that has accumulated in your own words over the preceding months. How to Run the Check-In The practice requires one setup step and a willingness to be genuinely curious about the answers. Before asking any of the questions below, brief your AI on the context it needs by inputting the following prompt: “You are acting as a trusted thinking partner and executive coach for a senior leader conducting a structured mid-year reflection. I am that leader, and I will drive this conversation by bringing you the specific questions I am sitting with—about decisions I have made, patterns I have noticed, places where I feel stuck, or tensions I have not yet resolved. Your role is not to answer my questions for me. It is to help me think through them more rigorously than I would alone. You are not here to affirm my thinking or produce a performance summary. You are here to help me see what I may have stopped noticing including patterns in where my attention has gone, how I have framed difficult choices, and where I may be avoiding something important. When I bring you a question, engage with it directly and with genuine curiosity. Push back where my framing seems too convenient or too settled. Surface what might be underneath the question I am asking, if the real question appears to be somewhere else. Do not soften observations to protect my comfort; respond as a seasoned executive coach who respects my intelligence and expects the same rigor in return. If my answers seem incomplete, overly polished, or self-protective, do not move on. Ask one clarifying or complicating question instead, and wait. Close each of your responses by naming the tension you are hearing in what I have shared, not as a conclusion, but as the next thread worth pulling.” With that framing in place, the questions below can be asked in any order, though the sequence presented here is designed to move from the concrete to the interpretive, which tends to produce richer material than beginning with abstraction. The 12 Questions On How You Have Been Spending Your Attention Looking at the problems and decisions I have brought to you over the past several months, what do they suggest about where I have been concentrating my attention? Does that concentration seem intentional to you, or does it look more like drift? What types of problems have I consistently brought to you, and what types of problems seem notably absent? What might that absence suggest? Have there been moments in our conversations where I seemed to be working through something genuinely difficult, as opposed to simply producing an output? What do those moments have in common? On Your Patterns as a Communicator When I have asked you to help me draft or prepare communications, what patterns do you notice in how I think about my audience? Do I tend to lead with their needs or with my own position? Have there been communications I seemed reluctant to send or decisions I circled back to multiple times before reaching a conclusion? What do those situations have in common? Based on what I have shared with you about my team, my peers, and my stakeholders, how would you characterize the relationships I seem most comfortable navigating and the ones that appear to require the most effort? On Your Decision-Making Thinking about the significant decisions I have worked through with you this year, how would you characterize the way I tend to frame choices? Do I tend to see decisions as trade-offs, as problems to be solved, or as something else? Have there been decisions where I seemed to reach a conclusion quickly and then look for reasons to support it, rather than genuinely weighing the options? If so, what were those decisions about? Are there decisions or questions I brought to you early in the year that I never returned to with an outcome? What does that suggest? On What the Year Has Cost You Based on what I have shared with you over the past several months, what would you say has been most demanding of me personally, as distinct from professionally? Do those two categories seem related or separate in how I talk about them? Have there been periods in our conversations where my energy or clarity seemed notably different from other periods? What was happening during those times? If you were to describe the version of me that shows up in our conversations at my best, and the version that shows up when I am at my most constrained, what would distinguish them? What to Do With What You Hear The value of the mid-year AI check-in is not in the AI's answers. It is in what the executive does with those answers in the weeks that follow. The executives who find this practice most useful tend to do three things after completing the check-in: They identify one pattern that surprised them or that they found themselves wanting to dismiss, and they sit with it long enough to understand what the resistance is about. They share at least one observation with a trusted colleague or coach and ask whether it tracks with what that person has observed from the outside. They make one concrete change to how they are allocating their attention in the second half of the year, based specifically on what the check-in surfaced. One concrete change is the operative constraint. A single, specific, well-chosen change is more likely to hold than a list of intentions that gradually compress back into existing habits under pressure. The mid-year moment does not last long. The executives who use this window well do not do so because they had more time than their peers. They do so because they made a deliberate choice to treat their own development as something worth the same rigor they bring to everything else they lead. A Note on What AI Can and Cannot See AI sees only what the executive brings to it. A leader who has been guarded or self-editing in AI conversations will find that the check-in surfaces a curated version of their leadership rather than an honest one, and AI has no visibility into the meetings, conversations, and decisions that never passed through a chat interface, which remains the majority of leadership work. What it can offer, used honestly, is a record of how an executive thinks when they are working something out, before the polish of a final position and after the uncertainty of an initial instinct. That window is genuinely valuable and genuinely partial. The executive who approaches this conversation with curiosity about what the partial record reveals will get considerably more out of it than one who expects it to tell the whole story. Copyright © 2026 by Severin Sorensen. All rights reserved.

The ability to quickly evaluate and prioritize ideas is essential. The Now Wow How Matrix, The Center for Development of Creative Thinking, emerges as a vital tool, enabling organizations to effectively streamline decision-making processes across various operational aspects. By categorizing ideas into feasible 'Now' actions, impactful 'Wow' proposals, and visionary 'How' concepts, this matrix simplifies complex decisions, aligns team objectives, and ensures a strategic approach to both immediate and long-term goals. Whether refining product lines, crafting marketing strategies, or advancing technological innovations, the Now Wow How Matrix stands as a cornerstone for fostering creativity and driving organizational success. The Now Wow How Matrix The Now Wow How Matrix is a strategic tool used primarily in innovation management and business development to prioritize ideas and projects. It's designed to help teams or individuals evaluate and sort ideas based on their feasibility and impact. The matrix consists of three key dimensions: Now: Ideas categorized under "Now" are typically feasible with existing resources and knowledge. These are low-risk and can be implemented quickly to achieve immediate results. They often represent incremental improvements rather than groundbreaking innovations. Wow: Ideas in the "Wow" category are those that are highly desirable and could have a significant impact if implemented. However, they might require more resources or involve more risk compared to "Now" ideas. These ideas are exciting and can potentially bring substantial rewards. How: The "How" category contains ideas that are currently not feasible due to various constraints like technology, budget, or expertise. These ideas need significant problem-solving or advancements in certain areas before they can be implemented. This matrix helps visualize where each idea stands in terms of readiness and impact, facilitating better decision-making and strategic planning. Organizations use it to balance their portfolio of projects, ensuring a mix of safe bets and innovative ventures while also identifying areas that need further research or development. Use Cases The Now Wow How Matrix can be applied to a variety of use cases across different fields and industries. Here are some common applications: Product Development: In product development, the matrix helps teams identify which features or products can be developed and launched immediately (Now), which ones could significantly differentiate the product in the market but might need more resources or time (Wow), and which are visionary ideas that might not currently be feasible but could be game-changers (How). Innovation Management: Companies use the matrix to prioritize and manage their innovation portfolio, balancing quick wins with long-term transformative projects. It helps in fostering an innovative culture by categorizing ideas based on their potential impact and current feasibility. Strategic Planning: During strategic planning sessions, organizations can use the matrix to evaluate various strategic initiatives and decide where to allocate resources to optimize both immediate results and long-term growth. Marketing Campaigns: Marketing teams can use the matrix to brainstorm and prioritize campaign ideas. Quick, easy-to-implement strategies might fall under Now, while more ambitious campaigns with potential for high impact could be categorized as Wow, and experimental or future technology-dependent campaigns as How. Startup Pitching: Startups can use the matrix to structure their pitch to investors, showing a balanced view of immediate, feasible solutions they offer (Now), innovative aspects that can disrupt the market (Wow), and future aspirations that showcase growth potential (How). Educational Programs: In education, administrators and teachers can use the matrix to develop curriculum or extracurricular activities, quickly implementing some while planning for more impactful or resource-intensive programs. Change Management: When managing organizational change, leaders can categorize initiatives based on what can be accomplished quickly and easily to gain momentum, what will have a significant impact and might take longer to implement, and what are long-term aspirational changes. Facilitating a Now Wow How Matrix Workshop Facilitating a Now Wow How Matrix workshop involves engaging participants in a structured brainstorming and idea prioritization session. Here’s a step-by-step guide to conducting such a workshop. Preparation Define Objectives: Clearly define what you want to achieve with the workshop. It could be generating new product ideas, improving services, or finding solutions to specific challenges. Invite Participants: Select a diverse group of participants that includes various stakeholders such as team members from different departments, management, and possibly even customers or external experts. Prepare Materials: Arrange for materials such as sticky notes, markers, large paper or whiteboards, and labels for the Now, Wow, and How categories. Set Up the Space: Choose a spacious room and arrange seating to foster interaction. Set up three distinct areas or boards labeled Now, Wow, and How. Conducting the Workshop Introduction: Start the workshop by explaining the purpose, the process, and the expected outcomes. Introduce the Now Wow How Matrix and describe what each category means. Brainstorming Session: Warm-up: Conduct a quick icebreaker or warm-up exercise to get creative juices flowing. Idea Generation: Have participants individually or in small groups generate ideas on sticky notes. Encourage creativity and free thinking without constraints. Idea Posting: Ask participants to come up and place their sticky notes on the matrix in the area they believe their idea fits best: Now (Blue ideas): conventional and currently feasible. Wow (Red ideas): exciting and innovative. How (Yellow ideas): visionary, yet not possible.(COCD-box®. (n.d.)) Source: CreativeSolvers. (n.d.). Group Discussion: Clarify: Allow participants to explain their ideas briefly as they post them, ensuring everyone understands each concept. Discuss and Debate: Facilitate a group discussion to explore the ideas further. Encourage participants to debate constructively on the placement of ideas and whether they belong in Now, Wow, or How. Revising Placements: After discussions, participants may have a better understanding of each idea’s feasibility and impact. Allow them to move their sticky notes if they feel a different category is more appropriate. Prioritization: Once all ideas are placed, discuss as a group to identify the most promising ideas in each category. You might want to vote or use dot stickers to prioritize ideas based on interest and potential impact. Conclusion and Next Steps Summarize and Reflect: Review the categorized ideas and discuss what was learned through the process. Highlight the top ideas in each category and discuss why they stood out. Plan for Action: Decide on next steps for the prioritized ideas. Determine what resources are needed, who will be responsible, and set timelines for further exploration or implementation. Follow-Up: Schedule follow-up meetings or sessions to assess progress on the action plans and to continue developing the ideas. Feedback: End the workshop by asking for feedback on the session to improve future workshops. Additional Tips Keep the Pace: Ensure the workshop moves at a brisk pace to maintain energy and engagement. Encourage Participation: Make sure everyone contributes, and all voices are heard. Document Everything: Take photos of the matrices and notes or use digital tools to record the ideas for future reference. By following these steps, you can facilitate an effective Now Wow How Matrix workshop that helps your team or organization prioritize ideas and plan for implementation in a structured, collaborative manner. The main takeaway The Now Wow How Matrix workshop is a dynamic and engaging method for harnessing the collective creativity and insight of a diverse group. By encouraging participants to actively generate, discuss, and prioritize their ideas across the categories of Now, Wow, and How, this framework ensures that initiatives are not only innovative but also aligned with organizational capabilities and long-term aspirations. Through a structured approach that emphasizes inclusivity and open dialogue, the workshop not only identifies actionable strategies but also cultivates a culture of continuous improvement and visionary thinking. Ultimately, this process empowers teams to transform ideas into tangible outcomes, ensuring that each step forward is both strategic and impactful. References COCD Box (How Now Wow Matrix) - CreativeSolvers. (n.d.). https://creativesolvers.com/methods/cocd-box-how-now-wow-matrix/ COCD-box®. (n.d.). School of Creative Thinking. https://schoolofcreativethinking.nl/articles/cocd-box/ Copyright © 2024 by Arete Coach™ LLC. All rights reserved.

Employee cheating has always been a problem for some remote occupations, like site field professionals where a few sales employees have been found to work for two organizations at the same time, allocating enough sales to each organization to keep both paying. In the Internet age of remote work, this issue has become more challenging for business leaders and more widespread. Executive coaches, CEOs, and business owners should be aware of a new website called Overemployed.com, that represents itself as a “community that helps professionals earn a double income and achieve financial freedom. Learn to work two remote jobs and invest wisely. No more layoffs.” What they are really doing is teaching employees how to get two-full time jobs, work part-time at each doing a minimally viable level of effort, and double their pay. Does this sound unethical to you? By the way, cheating on the job is an old school problem that has resurfaced in the COVID-19 environment with the increasing use of work-from-home and remote technology. Years ago when I was in college, I was shocked to find out that one of my peers was actually working for our competitor at the same time he was working for our company; doing the minimal viable amount of work at both jobs, so as not to lose his job and double his pay. This was pre-Internet, required no technology, but rather employers who were blind on how to effectively manage, monitor, track, and incentivize the performance of their employees. Working from home is new territory for many corporations and employees worldwide. Managers are learning how to manage productivity and employee performance in a new way and employees are learning how to maintain their effectiveness in a new work environment. However, some resourceful remote workers have found what some might call a hole in the accountability system. Some remote workers are now juggling two full-time jobs, without either of their employers’ knowledge. Why are employees doing this and how? How does this affect businesses and how can they respond to this trend increasingly occurring for remote employees? Overemployed Testimonials The Overemployed community has been steadily growing amongst the working from home community. Aside from the Overemployed website, the community hosts its own discord channel where dually employed individuals can share their experiences and advice. Consider the following testimonials from Overemployed’s discord and similar virtual community boards. Sam: “I used to work for 1 of the FAANGs. Now I am doing 2 fulltime with benefits jobs and 1 fulltime contract job and combined I am putting in less hours than my FAANG job. The key as most of you mentioned, is to only take and keep jobs that take at most 2-3 hours of your day. Otherwise, just drop the job and move on, as I did last year where I left a job after 2 weeks because I had to do about 6 hours a day which was too much for overemployed setup.” *FAANGs is short for Facebook, Amazon, Apple, Netflix, and Google Gale: “Yea, you cannot really get in the mindset of actually caring for the company you are with because you can start to feel that way. It was mentioned here a lot, but the best mindset it that each job is just a paycheck that is all… I know my companies would part with me if there was a financial issue and I would leave them if there was no paycheck coming in, so to me this is all a business transaction and I am just doing what I need for my own business” Ryan: “I wish I had known about this place several months ago. Ended up getting a better job and just never quitting my first one. Went from a scrum master into a director of engineering role, keeping the old one mostly as a way to hedge my bets in case something went wrong. Let my previous job just keep going because I never really did much over there anyway--ended up having to leave though when they were bringing people back to the office, and I've been looking for ways to get back into dual jobs again ever since.” Avery: “I currently have 10 fully remote engineering jobs. The bar is so low, oversight is non-existent, and everyone is so forgiving for under performance I can coast about 4-8 weeks before a given job fires me. Currently on a $1.5M run-rate for comp this year. And the interviewing process is so much faster today, companies are desperate, it takes me 2-3hrs of total effort to land a new job with thousands to chose from.” Reasons that employees give for dual employment Increased productivity without increased wages Employees rationalize that the average employee’s productivity has increased, yet compensation has not increased at the same rate. “From 1979 to 2019, net productivity rose 72.2 percent, while the hourly pay of typical workers essentially stagnated—increasing only 17.2 percent over 40 years” (Economic Policy Institute, 2021). Employees are much more productive today than they were in 1979, but employer compensation does not reflect this. It is also worth noting that over half of employers are expecting to “reduce salary increases” and 45% are expecting to completely remove salary pay raises, for their employees in light of the economic effect of the COVID-19 pandemic (Miller, 2020). These employees who are taking on second full-time jobs feel that they have been shorted by the major corporations that they are employed for. In short, Isaac the creator of Overemployed summarizes the dually employed populations’ perspective when he states that the dually employed community was created “to give the man, aka Corporate America, the middle finger for always trying to screw the little people over.” He believes, that employees with two full-time jobs see this as an opportunity to increase their employment stability in a system they feel does not have their best interests in mind. Financial benefit Employees rationalize that juggling two jobs is giving them the opportunity to double their income without having to get additional training or education. Overemployed, a website that advocates dual employment, states that dual employment can help remote workers “achieve financial freedom.” Having two forms of income can help employees save for emergencies, pay off student loans, pay off credit card debt, pay off mortgages, or develop financial investment habits. The average American household debt has been steadily increasing since 2016. In 2020 the average debt per household was $145,000 (Albright, 2020). Pair this with the loss of income faced by many during the COVID-19 pandemic and you have a community of employees who now wish for greater financial stability for themselves and their families. “Corporate culture matters. How management chooses to treat its people impacts everything for better or for worse.” - Simon Sinek Decreased trust between employees and their employers In the online literature, the underlying tone that appears to be in all of the reasons for dual employment, is that of restrained relationships with corporations. Many employees feel that their employers are unreliable in the face of layoffs and “office politics.” The creator of the Overemployed community shares that in the midst of the pandemic, many corporations enacted corporate-wide layoffs. He also shares that in his own job he was “passed over for a promotion” and that “to add insult to injury” he wasn’t informed of his coworkers’ promotions. “Over half of the team got promoted while I was left with a 0% raise. I cried from feeling worthless and rejected” states Issac, the creator of Overemployed. Employees with two remote full-time jobs are likely to see this as an opportunity to increase their resilience against layoffs and unforeseen circumstances like those described by Issac. They are also likely to see their employers as unreliable and potentially even corrupt. According to the 2021 Edelman Trust Barometer, there is currently “widespread mistrust of societal institutions and leaders around the world” including employers and businesses. Furthermore, the credibility of CEOs is facing “all-time lows in several countries…” Only 61% of individuals worldwide report trusting businesses as a whole (Edelman, 2021). This distrust of employers, CEOs, and corporations has encouraged employees to diversify their employment, decreasing their reliance on one sole corporation for employment. “You don’t achieve greatness in life being surrounded by mediocre people with mediocre values. Choose your company wisely.” - Amy Chan What cheaters are doing to manage dual employment In reading through the advice provided by websites such as Reddit, Discord, and Overemployed.com, it’s truly a generational pushback against employers. Factors leading to the environment of this sea change include: Diminishing number of individuals available for employment (see Facing the New Sansdemic for additional insight); Aging workforce with Baby Boomers leaving the workforce, and younger talent remaining in the workforce asking and getting larger demands, as their talent pool becomes scarce; And, demographic and attitudinal changes of the workforce. Remote employees taking on two full-time jobs face a challenge on how to take on managing both jobs and safeguard their wellbeing and mindshare. Neither job can receive the full 40 hours of work that is requested, but in some cases, both jobs can receive work deemed adequate (or the minimally viable level of work effort) to maintain employment and not get terminated. Employers should be watchful for these attitudes and behaviors that might tell of dual work On these pro-2x job boards, the discussion of how to manage dual remote employment offer several key strategies that employers should be aware of. Be silent: “don’t talk about working two remote jobs” Overemployed recommends that those with two full time jobs should not share this information with others. “Most of the people that are found working two jobs are found from connections that share the same network” is their reasoning for this rule. You will eventually get caught: “have an exit strategy” Remote employees with dual employment are advised to “know when to get out,” know what they want, and “have a plan when things do not go as [they] planned.” Remotely employed individuals with two full-time jobs strategically plan how they will leave one job if their dual employment is discovered or they find better financial opportunities elsewhere. “Be average” It is also recommended to “be average. Don’t cause attention. Try not to be recognized. Don’t add more work for yourself.” This serves two purposes: to ensure that both full-time jobs can be performed without one requiring too much work and to reduce the chance of having your dual employment being noticed through common connections. “Get what you want by giving people what they want” Employees who are balancing two full-time jobs are required to maintain an understanding of the basic requirements of both jobs and then plan to meet these requirements. “Success in two jobs is all about perception… Think from their [the employer’s] angle to see what they care about so you can send the signals and reap the ‘rewards’.” Ignore your guilt feelings: remember your mission When balancing two full-time jobs, employees can’t be afraid of the judgment of peers from “doing a mediocre job” or early resignation from second jobs that are “too demanding.” Overemployed states that “you have to leave that ego aside and remember your mission, using the 2nd job as a means for money…. Realize your salary will not scale with the amount of work you do…” Loyalty to corporations or employers is not considered a top priority by dually employed individuals. The relationship between the dually employed employee and their employer is one of minimal appeasement: do what is required and what is best for your own goal attainment. “Always seek to self improve” There are many challenges that dually employed employees face. Some of these include “conflicting meetings, overlapping deadlines, and LinkedIn management." All of these challenges require “self-reflection and constant improvement.” These employees are having to navigate the new territory of working from home as well as working multiple jobs in secret. Maintaining this work style is tasking and requires consistent reflection for successful execution. Other Strategies In reviewing the comments on Overemployed’s webpage, dually employed individuals shared other strategies they have that help them keep their two jobs manageable. Some use different computers for each job, extensive note-taking, multiple calendars, even going by their middle name instead of their first name. “You cannot push anyone up the ladder unless he is willing to climb.” - Andrew Carnegie The are risks for employees who venture into this two full-time job gamble While having two full-time careers might increase salary and decrease reliance on one corporation, it has potentially long-term negative drawbacks. First, it is a clear integrity issue that for most would violate their non-compete agreements and the expectation that employers are paying a full day’s wage for a full day’s work. Second, as an integrity foul, dually employed employees risk being terminated and stigmatized for their lack of ethics, which could have a lasting impact, ultimately scarring their career. Third, employees wishing to climb the corporate ladder and advance in their careers will be less available for promotion, as they are juggling two jobs and this takes considerable time away from excelling in their careers. Fourth, being “average” does not allow room for career and skill development or encourage lifetime learning which is the substance of preparation for future contribution. Fifth, working from home can reduce the probability of salary increases because employees who work in the traditional face-to-face workplace are more likely to get promotions and raises than those who work at home (Morgan, 2021). Lastly, working two full-time jobs remotely is not the preferred method of employment for those who wish to invest in their career, build skill sets, develop long-term relationships, and move upwards in their company. Effects on Exploited Employers A loss in excellence One of the primary disadvantages of having employees who have two full-time jobs is the loss of excellence. As stated previously, employees with two full-time jobs strive to maintain an “average” performance that keeps them from being fired but also prevents them from taking on new responsibilities. This can lead to a decrease in internal hiring for leadership positions and a decrease in overall productivity for organizations. If only the mandatory levels of productivity are achieved, businesses can experience a lack of innovation. Hiring already full-time employed employees that only seek to attain the “average” levels of performance can waste valuable time, training, and resources, in unappreciated attempts to support their career and skill development. When employees are already engaged in another full-time job, they are not fully committed to the development of their career at either corporation, ultimately inducing loss for organizations that intend career advancement for their employees. A loss in productivity Not only do employers experience a loss of excellence, but they also experience a loss in productivity. Employees who are splitting their time between two full-time jobs are not committing the full 40-hours of work they are assigned to do. Instead, they are completing only what is necessary to avoid termination. This causes a loss in productivity from the dually employed employee as well as any groups or teams that he/she is a part of. Furthermore, as this trend continues to grow in popularity, employers can experience an exponential decrease in productivity as more employees take on two full-time jobs. The main takeaway Employees who take on two full-time positions do so for a variety of reasons. There is a difference between the employee who works full-time in the day for a company, and who also works at night as a waiter/waitress making extra income. This is not cheating but hard work. What we are talking about in this article are the cheaters who agree to double bill their time to two employers at the same time, like selling a piece of real estate to two owners. In time, this cheating behavior will be detected and likely be viewed as damaging to an employee’s career as cheating on an exam in college. Integrity matters and without it, there is limited trust. Many of the excuses for dual-employment boil down to a lack of trust in employers, feeling that there is a lack of upward mobility in their organizations, or that there is a lack of reward for excellent performance. Because of this, these overemployed individuals have transitioned to an employment practice that thrives off of deceitful and mediocre performance in order to maintain two full-time jobs. While this doesn’t offer them the career development they desire, they claim that they can increase their resiliency toward layoffs and earn extra income to pay off debt or student loans. Employers who have employees with two full-time jobs do not get the full benefit of excellent performance and an employee who seeks to improve their performance. Employers with dual employees are exploited, wasting valuable time, money, and resources intended for career development on these employees who strive for mediocrity. As this trend continues to gain traction and grow in the remote working community, it is important for employers to be aware of the potential loss associated with having remote employees with two full time jobs. Be alert of the potential losses your company may be experiencing and stay tuned to the Arete Coach website for more information on how to prevent dual-employment in your business. In closing, I return to the sage words of Andrew Carnegie, “The average person puts only 25% of his energy and ability into his work. The world takes off its hat to those who put in more than 50% of their capacity, and stands on its head for those few and far between souls who devote 100%.” - Andrew Carnegie As employers and business coaches, we need to find, keep, and reward employees that give 100% of their working mindshare to the enterprise. References Albright, D. (2020, November 18). Average American Household Debt in 2020: Facts and Figures: The Ascent. Retrieved from https://www.fool.com/the-ascent/research/average-american-household-debt/ CareerArc. (2019, August 15). Study Finds Nearly Half of Employees Experience Layoff Anxiety Despite Record Low Unemployment Rates and Upward Economic Growth. Retrieved from https://www.careerarc.com/in-the-news/study-finds-nearly-half-of-employees-experience-layoff-anxiety-despite-record-low-unemployment-rates-and-upward-economic-growth/ Economic Policy Institute. (2021, May). The Productivity–Pay Gap. Retrieved from https://www.epi.org/productivity-pay-gap/ Edelman. (2021). 2021 Edelman Trust Barometer. Retrieved from https://www.edelman.com/trust/2021-trust-barometer Freyman. (2021, August 15). Meet the People Who Are Working Two Remote Jobs Simultaneously: WSJ Report. Retrieved from https://www.morningbrew.com/daily/stories/2021/08/15/meet-people-working-two-remote-jobs-simultaneously-wsj-report Issac. (n.d.). Work Two Remote Jobs, Reach Financial Freedom. Retrieved from https://overemployed.com/?utm_source=morning_brew Issac. (n.d.). My Story - How I Got From Being Passed Over For A Promotion To Working Two Full-Time Jobs At Once. Retrieved from https://overemployed.com/working-two-remote-jobs-at-once/my-story/ Kalibrr. (2016). This is How Google Hires Their Talent [PDF]. https://www.kalibrr.com/sites/default/files/featured_images/White_Paper_How_Google_Hires_Their_Talent.pdf Kelly, J. (2021, August 16). The Remote Trend Of Working Two Jobs At The Same Time Without Both Companies Knowing. Retrieved from https://www.forbes.com/sites/jackkelly/2021/08/15/the-remote-trend-of-working-two-jobs-at-the-same-time-without-both-companies-knowing/?sh=4269f6017f30 Korn Ferry. (2018, January 04). Breaking Boredom: Job Seekers Jumping Ship for New Challenges in 2018, According to Korn Ferry Survey. Retrieved from https://www.kornferry.com/about-us//press/breaking-boredom-job-seekers-jumping-ship-for-new-challenges-in-2018-according-to-korn-ferry-survey Miller, S. (2020, November 17). Fewer Workers Will Get Pay Raises in 2021; Bonuses Gain Ground. Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/compensation/pages/fewer-workers-will-get-pay-raises-in-2021-as-bonuses-gain-ground.aspx Morgan, K. (2021, March 7). Why in-person workers may be more likely to get promoted. Retrieved from https://www.bbc.com/worklife/article/20210305-why-in-person-workers-may-be-more-likely-to-get-promoted O.C. Tanner. (2020). What kind of company culture do you have. Retrieved from https://www.octanner.com/insights/articles/2019/11/13/what_kind_of_company.html SHRM. (2017, April 24). 2017 Employee Job Satisfaction and Engagement: The Doors of Opportunity Are Open. Retrieved from https://www.shrm.org/hr-today/trends-and-forecasting/research-and-surveys/pages/2017-job-satisfaction-and-engagement-doors-of-opportunity-are-open.aspx Smarp. (2021, January 4). 8 Employee Engagement Statistics You Need to Know in 2021 [INFOGRAPHIC]. Retrieved from https://blog.smarp.com/employee-engagement-8-statistics-you-need-to-know Copyright © 2021 by Arete Coach LLC. All rights reserved.

The ability to actively listen and engage with stakeholders—customers, employees, or partners—has become a critical aspect of success. Leaders who prioritize active listening not only foster trust and collaboration but also drive innovation and strategic adaptation within their organizations. Examining the practices of notable CEOs such as Jeff Bezos, Mary Barra, Marc Benioff, Doug McMillon, Ginni Rometty, Satya Nadella, and Indra Nooyi reveals invaluable lessons on how active listening contributes to organizational success. Each of these leaders has demonstrated that by attentively listening to diverse perspectives and incorporating feedback into decision-making processes, they not only navigate challenges effectively but also propel their companies forward in dynamic and competitive landscapes. Leadership Lessons The following stories of leadership exemplify the transformative power of active listening in driving organizational success. From Jeff Bezos's relentless focus on customer-centric innovation at Amazon to Mary Barra's commitment to continuous improvement at General Motors, these leaders have demonstrated how deeply engaging with stakeholders and integrating diverse perspectives can foster innovation, adaptability, and lasting growth. Their approaches not only reflect strategic alignment with market dynamics but also underscore the importance of building trust, enhancing collaboration, and nurturing a culture of innovation across diverse industries. Jeff Bezos (Former CEO, Amazon) Jeff Bezos demonstrated that customer-centric innovation thrives on active listening. By actively integrating customer feedback into Amazon's strategic direction, Bezos ensured that the company remained agile and responsive to evolving market needs. This approach not only drove continuous innovation but also enhanced customer satisfaction by aligning Amazon's products and services closely with customer expectations. Take Jeff Bezos's shareholder letters, for example. Analyzed through a word cloud generator revealed a clear emphasis on the word "customer," appearing more than 443 times across all letters. This reflects Bezos's profound customer obsession, as highlighted in his statements such as, "We're not competitor obsessed, we're customer obsessed," and "Our goal is to be earth's most customer-centric company." For Bezos, maintaining an obsessive focus on the customer is crucial for sustaining the vitality of Amazon and driving continuous innovation (Murphy Jr., 2023). Mary Barra (CEO, General Motors) Mary Barra's leadership at General Motors exemplifies how active listening fosters a culture of continuous improvement. Her strong focus on listening to customers, employees, and stakeholders enabled GM to effectively navigate challenges in the automotive industry. By valuing and acting upon feedback, Barra cultivated a culture where continuous improvement became integral to GM's operations, driving adaptability and innovation. Mary Barra's forward-thinking approach was evident at Columbia Business School's 2024 conference, where she showcased GM's strategy to expand its electric vehicle portfolio. Emphasizing affordability, regulatory cooperation, and technological advancement, GM aims to capitalize on the rapid disruption in the automotive industry caused by electric vehicles (Sperling, 2024). Marc Benioff (CEO, Salesforce) Marc Benioff's commitment to listening to stakeholders has been instrumental in Salesforce's success. By actively engaging with diverse viewpoints, Benioff ensured that Salesforce's solutions and services consistently met market needs. This approach not only drove innovation but also strengthened customer satisfaction, reinforcing Salesforce's reputation as a leader in CRM and cloud computing. Salesforce’s diverse offerings highlight Benioff’s ability to listen to customers and provide innovative solutions that improve business efficiency. For example, innovations like AppExchange, the first enterprise app marketplace, Salesforce1 bringing CRM to mobile devices, and Einstein AI democratizing AI within CRM, has enabled the company to offer advanced analytics and customization options. Furthermore, strategic acquisitions such as Heroku, MuleSoft, and Tableau have further expanded Salesforce’s suite of business tools, positioning it as a leader capable of addressing diverse customer needs from CRM to workplace safety and digital asset management with products like Safety Cloud and NFT Cloud (José, 2024). Doug McMillon (CEO, Walmart) Doug McMillon's proactive approach to listening to employees and customers has been pivotal for Walmart's strategic adaptation. By understanding diverse perspectives, McMillon guided Walmart through changes in consumer preferences and market dynamics effectively. This approach enabled Walmart to implement initiatives that resonated with both internal teams and external stakeholders, driving sustainable growth and competitiveness. Earlier this year at the Consumer Electronics Show, Walmart CEO Doug McMillon underscored his commitment to both employees and customers through technology investments. Advocating a balanced approach, McMillon stated, "We’re building [technology] in a way that creates better careers at the same time…creates better customer experiences and a stronger business." Addressing concerns about technology's effect on jobs, he acknowledged inevitable changes while highlighting Walmart's initiatives to create more fulfilling roles with higher pay. Walmart subsequently announced multiple tech upgrades across its operations, including AI for seamless checkout at Sam’s Club, drone delivery expansion in Dallas-Fort Worth, AI-driven search capabilities for personalized shopping, and significant investments in clean energy for sustainability and community benefit (Vuocolo, 2024). Ginni Rometty (Former CEO, IBM) Ginni Rometty emphasized the importance of active listening and collaboration during her tenure at IBM. By prioritizing client needs and fostering collaboration across teams, Rometty positioned IBM as a leader in AI and cloud solutions. This strategic focus on understanding and responding to client feedback enabled IBM to innovate and deliver solutions that addressed evolving market demands effectively. Most importantly, during her tenure, she emphasized the importance of asking employees to learn new skills. Rometty emphasized that fostering innovation involves guiding employees through three key stages: firstly, outlining the company's future direction; secondly, incentivizing skill acquisition to support these goals; and finally, reinforcing the learning process by rewarding dedication, highlighting that curiosity and a commitment to continuous learning are paramount qualities regardless of age (Schoenberger, 2018). Satya Nadella (CEO of Microsoft) Satya Nadella's leadership at Microsoft highlights how deep engagement and active listening can foster trust and collaboration within an organization. By deeply engaging with employees and stakeholders, Nadella built a culture of trust that encouraged innovation and collaboration. His approach to active listening contributed to Microsoft's success in developing and delivering impactful technological advancements. Microsoft's ascent to a two-trillion dollar valuation under CEO Satya Nadella is attributed largely to his emphasis on customer-centricity, aligning with Peter Drucker's principle that a company's primary goal is to create and serve customers effectively. Nadella's approach, grounded in understanding and enhancing customer experiences, has been pivotal in driving Microsoft's growth and stakeholder satisfaction despite varying viewpoints on stakeholder primacy. For example (Denning, 2021). Brad Anderson, Microsoft's former Corporate Vice President of Enterprise Client and Mobility, highlights Satya Nadella's customer-centric approach, emphasizing understanding customer needs, improving their lives, and prioritizing product usage as the key metric guiding all decisions. This shift contrasts with previous practices that focused on timely delivery and feature completion without considering actual user engagement (Denning, 2021). Indra Nooyi (Former CEO, PepsiCo) Indra Nooyi's practice of actively seeking diverse viewpoints and listening intently to stakeholder feedback enhanced PepsiCo's decision-making capabilities. By considering a broad range of perspectives, Nooyi navigated strategic challenges and capitalized on emerging opportunities effectively. Her approach not only strengthened PepsiCo's market position but also fostered a culture of inclusivity and innovation. Nooyi's forward-thinking approach is evident in how she integrated design thinking into Pepsi's products. A standout example is the Pepsi Spire fountain machine redesign, which transforms the user experience with interactive features reminiscent of a giant iPad. This innovative design not only tracks preferences and recommends personalized drink combinations but also visually demonstrates flavor infusion, significantly enhancing consumer engagement beyond conventional button-operated systems (Ignatius, 2015). Summary of Lessons Learned Customer-Centric Innovation: Prioritize customer-centric innovation by actively integrating customer feedback into strategic decisions to drive continuous innovation and enhance satisfaction. Continuous Improvement: Foster a culture of continuous improvement by actively listening to customers, employees, and stakeholders, integrating their feedback into operational strategies. Deep Engagement: Drive innovation and customer satisfaction by deeply engaging with stakeholders and leveraging diverse viewpoints to shape product development and strategic direction. Strategic Alignment: Proactively adapt to market dynamics and consumer preferences by listening attentively to employees and customers, guiding strategic initiatives that resonate with internal and external stakeholders. Organizational Culture: Emphasize the importance of active listening and collaboration across teams to foster innovation and respond effectively to client needs and market demands. Measurement and Accountability: Build trust and encourage innovation within the organization through deep engagement and active listening to employees and stakeholders, driving impactful technological advancements. External Perspectives: Enhance decision-making capabilities and foster a culture of inclusivity and innovation by actively seeking diverse viewpoints and listening intently to stakeholder feedback. Provoking Thought on Customer-Centric Innovation Given the importance of actively listening to all audiences, the following questions are designed to provoke critical thinking and reflection, helping leaders assess their current strategies and practices while identifying areas for improvement in achieving customer-centric innovation, continuous improvement, and deep engagement within their business. Customer-Centric Innovation Are we consistently seeking and integrating customer feedback into our product development and strategic decisions? How often do we challenge our assumptions about what our customers truly value and need? Are we allocating enough resources and attention to innovation that directly benefits our customers' experiences? Continuous Improvement How effectively are we listening to feedback to drive continuous improvement? Are we fostering a culture where feedback is welcomed, acted upon, and leads to tangible improvements? Do we have mechanisms to measure the impact of our improvement initiatives on customer satisfaction and operational efficiency? Deep Engagement How deeply engaged are we with our employees, understanding their perspectives, concerns, and ideas for improvement? Are we actively fostering trust and collaboration across different levels and departments within our organization? Do we prioritize initiatives that encourage meaningful dialogue and interaction with our stakeholders, including customers, partners, and communities? Strategic Alignment Are our innovation efforts aligned with our long-term strategic goals and the evolving needs of our target market? How well do we balance short-term profitability goals with long-term investments in innovation and customer satisfaction? Are we willing to make tough decisions that prioritize long-term customer value over immediate financial gains? Organizational Culture Does our organizational culture support and reward innovation, customer-centricity, and continuous improvement? How do our values and leadership behaviors promote a culture of listening, learning, and adapting? Are we addressing any cultural barriers that may hinder our ability to achieve deep engagement and customer-focused innovation? Measurement and Accountability How do we measure the success of our customer-centric initiatives and improvement efforts? Are we holding ourselves and our teams accountable for delivering on customer promises and improving customer experiences? What metrics do we use to track customer satisfaction, loyalty, and the effectiveness of our engagement strategies? External Perspectives How do external stakeholders perceive our commitment to customer-centricity, innovation, and continuous improvement? Are we benchmarking ourselves against industry leaders and best practices in customer experience and engagement? Do we actively seek external feedback and insights to challenge our internal assumptions and drive innovation? The Main Takeaway These CEOs exemplify how active listening can enhance leadership effectiveness across different industries, from customer-centric innovation to employee engagement and strategic decision-making. Their practices demonstrate that fostering a culture of listening can lead to sustainable organizational success. References Denning, S. (2021, July 5). How An Obsession With Customers Made Microsoft A Two-Trillion Dollar Company. Forbes. https://www.forbes.com/sites/stevedenning/2021/06/25/how-customers-made-microsoft-a-two-trillion-dollar-company/ Ignatius, A. (2015, September). How Indra Nooyi Turned Design Thinking Into Strategy: An Interview with PepsiCo’s CEO. Harvard Business Review. https://hbr.org/2015/09/how-indra-nooyi-turned-design-thinking-into-strategy José David Aguilera. (2024, February 26). Salesforce: A Case Study in Innovation-Driven Growth and Customer Centricity. Medium; Medium. https://medium.com/@jdavidaguil/salesforce-a-case-study-in-innovation-driven-growth-and-customer-centricity-cfb22de0dd56 Murphy Jr., B. (2023, February 4). Jeff Bezos: “The Most Important Single Thing Is to Focus Obsessively on the Customer” [Review of Jeff Bezos: “The Most Important Single Thing Is to Focus Obsessively on the Customer”]. Inc. https://www.inc.com/bill-murphy-jr/bezos-most-important-single-thing-focus-obsessively-on-customer.html Schoenberger, C. (2018, April 23). Ginni Rometty: How Purpose Helps Innovation. Stanford Graduate School of Business. https://www.gsb.stanford.edu/insights/ginni-rometty-how-purpose-helps-innovation Sperling, J. (2024, April 25). General Motors CEO Mary Barra: “We Believe In an All-Electric Future” [Review of General Motors CEO Mary Barra: “We Believe In an All-Electric Future”]. Columbia University; Columbia Business School. https://leading.business.columbia.edu/main-pillar-climate-change-sustainability/climate-sustainability/evs-gm-ceo-mary-barra Vuocolo, A. (2024, January 10). Walmart CEO Doug McMillon says new tech should benefit workers and customers. Retail Brew. https://www.retailbrew.com/stories/2024/01/10/walmart-ceo-doug-mcmillon-outlines-vision-for-tech-that-benefit-workers-and-customers Copyright © 2024 by Arete Coach™ LLC. All rights reserved.

Silence has emerged as a potent tool for instigating profound changes in clients' personal and professional lives. A research paper, written by Neil Goodall and published by the International Coach Academy, sheds light on the pivotal role of silence in coaching. By integrating moments of silence into coaching sessions, coaches can facilitate the process of bringing clients' inner answers to the forefront of their conscious minds (Goodall, 2014). This heightened awareness serves as a cornerstone for enabling meaningful changes and personal growth. Furthermore, a piece published by the American Psychological Association titled, “Silence in Coaching” written by Arthur Turner and edited by Jonathan Passmore suggests “that silence itself is an act of communication.” In the exchange between coach and client, silence conveys subtleties and nuances that verbal language might miss. It creates a space for clients to reflect, process, and articulate their thoughts more effectively (Turner, 2021). Some corporations, including industry giant Amazon, have even adopted the practice of "silent starts" in their meetings. This approach involves a brief period of silence at the outset of gatherings, allowing participants to re-center themselves and foster a conducive environment for productive discussions. Given the positive impact silence can have, this article explores the outcomes that can result from integrating moments of silence into your executive coaching practice. We discuss how silence can enhance clients' self-awareness, elevate communication, and create an environment conducive to growth and personal transformation. Outcomes when incorporating silence into your executive coaching practice Enhanced Reflection: Silence helps break habitual thinking patterns. Executives often operate on autopilot, making decisions based on established beliefs and practices. Silence can disrupt these patterns, prompting them to question and reevaluate their assumptions and habitual responses, leading to more innovative approaches. Improves Self-Awareness: Beyond basic self-awareness, silence can facilitate a deeper understanding of one's leadership style, including unconscious biases and blind spots. This deeper level of self-awareness is crucial for transformative change, enabling executives to lead more effectively and empathetically. Enhances Listening Skills: In a deeper sense, silence teaches executives to listen not just to words, but to non-verbal cues and the emotions behind the words. This level of active listening can significantly improve communication and relationships both within and outside the organization. Facilitates Processing: Silence allows for the integration of cognitive and emotional information. Executives often deal with complex issues that require them to balance logical reasoning with emotional intelligence. Silence provides the space for this integration, leading to more holistic decision-making. Promotes Emotional Regulation: Silence can be a tool for developing resilience. By regularly experiencing and managing the discomfort that can come with silence, executives can build their capacity to handle stress and uncertainty, which are common in leadership roles. Encourages Openness: Silence can subtly shift the power dynamics in a coaching relationship, making it more egalitarian. When a coach doesn't rush to fill the silence, it implicitly communicates that the executive's thoughts and experiences are valid and valuable, encouraging a deeper level of honesty and vulnerability. Stimulates Creativity: In the space of silence, executives can tap into more divergent thinking, exploring ideas and solutions that they might not consider in a more typical, conversation-driven setting. Builds Trust: The effective use of silence can demonstrate a coach's confidence in the executive's ability to find their own answers. This not only builds trust but also empowers the executive, reinforcing their confidence in their own problem-solving abilities. Enhances Decision-Making: Silence can help in distinguishing between impulsive reactions and well-considered responses. In the quiet, executives can examine the underlying motivations for their choices, leading to decisions that are more aligned with their values and long-term objectives. Signals Respect: Respecting an executive's need for silence can be a form of acknowledging their expertise and experience. It shows a recognition that the executive has valuable insights and that their process for arriving at these insights is respected. The main takeaway Incorporating silence in a way that achieves these deeper benefits requires a coach who is not only comfortable with silence but also skilled in interpreting its effects and adjusting their approach accordingly. This advanced use of silence can transform coaching sessions from mere conversations into profound experiences that facilitate significant personal and professional growth for executives. References Goodall, Neil. (2014). Research Paper: The Power of Silence. International Coach Academy. coachcampus.com/coach-portfolios/research-papers/neil-goodall-the-power-of-silence. Turner, A. F. (2021). Silence in coaching. In J. Passmore (Ed.), The coaches' handbook: The complete practitioner guide for professional coaches (pp. 132–140). Routledge/Taylor & Francis Group. https://doi.org/10.4324/9781003089889-16. Copyright © 2023 by Arete Coach LLC. All rights reserved.

The concept of "Immunity to Change" offers groundbreaking insights into why people and organizations often struggle to adapt and evolve despite their best intentions. Developed by Dr. Robert Kegan and Dr. Lisa Lahey, this theory delves into the hidden forces that keep us tethered to the status quo, revealing the underlying assumptions that act as barriers to our growth (Kegan, 2015). Through their extensive research and practical frameworks, Kegan and Lahey guide us through a journey of self-discovery and organizational transformation, challenging us to confront our deepest fears and unlock our full potential. As we explore the nuances of this concept, including personal anecdotes and actionable strategies, we embark on a transformative path that not only questions our current behaviors but also equips us with the tools to overcome the unseen obstacles that lie within. What Is “Immunity to Change” Dr. Robert Kegan and Dr. Lisa Lahey, both of whom are regarded as Chief Knowledge Officers at TDE, have made significant contributions to the field of adult development and organizational change. One of their most notable works is the book "Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization." In this book, Kegan and Lahey explore why individuals and organizations often find it challenging to change, even when they have a strong desire to do so. The core idea is that there are hidden assumptions or "immunities" that protect us from the perceived threat of change, but at the same time, prevent us from achieving our full potential ​​(Changing for the Better. (n.d.)).. These hidden assumptions form an "immunity to change," a self-protective but ultimately self-defeating mechanism. By identifying these underlying assumptions, individuals and organizations can start to work through them, allowing for transformational changes. This process is not only about personal growth but also about enhancing one's ability to meet the complex demands of work and lead a more fulfilling life (Kegan, 2015). Examples of “Immunity to Change” The concept of "Immunity to Change," as developed by Dr. Robert Kegan and Dr. Lisa Lahey, refers to the psychological resistance individuals and organizations exhibit towards change, even when they consciously desire it. This resistance is often due to deeply held, hidden assumptions that protect us from perceived threats but also prevent growth and transformation (Kegan, 2015). Below are some common examples of how this immunity to change manifests in personal and professional contexts. Health and Fitness Goals An individual may genuinely want to improve their health by exercising more regularly and eating healthier foods. However, their immunity to change might stem from a hidden assumption that dedicating time to exercise signifies being selfish or neglecting family duties. This belief creates a conflict that hinders the adoption of healthier habits. Career Advancement A person may aspire to take on more significant challenges at work, aiming for a promotion or a leadership role. Yet, they might unconsciously avoid opportunities to showcase their leadership skills due to a hidden commitment to avoiding failure or criticism, believing deep down that they're not truly capable or that success would lead to undesirable personal sacrifices. Organizational Change Initiatives A company may commit to becoming more innovative and agile, encouraging risk-taking and creativity among its staff. However, the underlying culture of penalizing failure and valuing predictability acts as an immunity to change. Employees might fear the repercussions of taking risks, despite the overt encouragement, because they assume that mistakes will negatively impact their careers. Team Collaboration A team leader might express a strong desire for more collaboration and open communication within their team. Nevertheless, if they unconsciously equate leadership with having all the answers and making all decisions, they may unknowingly discourage input from team members, perpetuating a cycle of limited collaboration. Diversity and Inclusion Efforts An organization may publicly commit to increasing diversity and fostering an inclusive culture. However, if there's a deep-seated belief that prioritizing diversity could compromise the quality of hires or that "fit" is paramount (where "fit" is narrowly defined by the existing, homogenous culture), these efforts might be superficial or ineffective. Implementing New Technologies A company might recognize the need to adopt new technologies to stay competitive. However, an underlying immunity to change can be a collective anxiety about the unknown and a covert commitment to maintaining the status quo, fearing that new systems will disrupt established processes or diminish individual roles. Additional Examples Consider the additional examples below as provided by Dr. Robert Kegan and Dr. Lisa Lahey: Source: Kegan, 2015 In all these examples, the key to overcoming immunity to change lies in identifying and challenging the hidden assumptions and commitments that fuel resistance. By addressing these underlying beliefs directly, individuals and organizations can begin to align their behaviors with their aspirations, enabling true transformation and growth. Overcoming “Immunity to Change” Overcoming immunity to change involves a structured and introspective process that helps individuals and organizations identify and address the hidden assumptions and commitments that hold them back. Dr. Robert Kegan and Dr. Lisa Lahey have outlined a methodical approach in their work on the subject, which can be distilled into three key steps. Identifying and Addressing Competing Commitments Transforming Complaints into Commitments: Initially, individuals are asked what changes at work would enhance their effectiveness or satisfaction. Often, this question elicits complaints. However, these grievances can be valuable, as they reveal underlying personal commitments. The key is to shift from voicing complaints to identifying the commitments these complaints imply. Acknowledging Personal Contribution: Individuals must then examine how their own actions or inactions are hindering the fulfillment of these commitments. This introspection often reveals a pattern of behavior that, while seemingly protective, actually undermines their goals. Confronting Underlying Fears: By contemplating the opposite of their counterproductive behaviors, individuals can uncover any discomfort or fears driving these actions. The aim is to articulate these fears as active commitments to avoid certain negative outcomes, revealing the competing commitments at the core of their resistance to change. Exploring the Big Assumption Articulating the Big Assumption: Individuals invert their competing commitment to start forming a statement, then complete it to express the underlying assumption. For example, a belief that hearing about unsolvable problems would expose incompetence, or a conviction that only they have the necessary intelligence or experience, illustrates deep-seated assumptions fueling their immunity to change. Addressing the Discomfort: Admitting to these big assumptions is challenging as it brings to light personal insecurities or overly critical views of oneself and others. Recognizing these assumptions is crucial, as they are the bedrock of the behaviors that conflict with one's stated goals. Challenging the Big Assumption Observation Before Action: The process begins with observation rather than immediate action, a step that might frustrate those eager for quick fixes. This reflective phase is essential for understanding and eventually overcoming the immunity to change. Steps for Challenging Assumptions: Keep a detailed account of behaviors related to the immunity. Search for instances that contradict the big assumptions. Investigate the origins of these assumptions. Design small experiments to challenge the validity of the assumptions. Reflect on the outcomes of these tests to inform future actions. By methodically working through these stages, individuals can begin to dismantle their immunity to change, aligning their actions more closely with their aspirations and achieving greater satisfaction and effectiveness in their professional lives. The Main Takeaway In delving into the "Immunity to Change," we uncover a path that demands courage and introspection but promises significant growth for individuals and organizations alike. Dr. Robert Kegan and Dr. Lisa Lahey provide not just a diagnosis of our resistance to change but also a practical guide for overcoming it. By identifying and confronting the hidden barriers within us, we unlock a potential that transcends our limitations, fostering a culture of adaptability and innovation. As we integrate these insights into our daily practices, we not only navigate change with greater ease but also open ourselves to the profound possibilities of transformation. This journey, challenging yet deeply rewarding, beckons us to a future where change is embraced as an essential ally in our quest for fulfillment and excellence. References ​​Changing for the Better. (n.d.). Harvard Graduate School of Education. https://www.gse.harvard.edu/hgse100/story/changing-better Kegan, R., & Lahey, L. (2015, November 10). The Real Reason People Won’t Change. Harvard Business Review. https://hbr.org/2001/11/the-real-reason-people-wont-change Copyright © 2024 by Arete Coach™ LLC. All rights reserved.