An Interview With Chad Silverstein
Manager-Specific Coaching: There’s a growing demand for coaching tailored to managers, addressing their unique challenges such as burnout, stress, project management, and team dynamics.
The world of coaching is undergoing a seismic shift, with emerging trends and technologies set to redefine its boundaries and possibilities. From digital transformation and the integration of artificial intelligence to the growing emphasis on mental health and the global rise of coaching cultures within organizations, these developments are reshaping the landscape of personal and professional growth. As we navigate through these changes, understanding the forces that drive the future of coaching becomes paramount. I had the pleasure of interviewing Jennifer Maxson.
Jennifer Maxson, an International Coaching Federation (ICF) Professional Certified Professional Coach, Certified Practitioner in Team Coaching, and a passionate leader dedicated to helping leaders at all levels achieve their best through her mantra, “Lead to the Max!®.”
Thank you for joining us. To start, could you share your “origin story” with our readers? How did you begin your coaching journey, and what challenges did you face in the early days? You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
Cultivating connections is at the heart of my values. I find great satisfaction in forging friendships and professional relationships, delving into others’ leadership journeys, and fostering a network of support. This passion for connection brings me personal fulfillment and proved invaluable when I transitioned from corporate life to founding Jennifer Maxson & Associates, as my network rallied around me with support and opportunities.
The art of attentive listening is a powerful tool in both personal and professional spheres. By truly hearing others, we gain valuable insights and establish a foundation of trust. Whether interacting with clients, colleagues, friends, or family, the simple act of making someone feel heard can have a profound impact on relationships and outcomes.
Embracing an attitude of perpetual curiosity is crucial for personal and professional growth. It’s not just about staying informed in your industry; it’s about maintaining a keen awareness of the world around you, including your family and community. This broad perspective enriches your understanding, enhances your character, and ultimately makes you a more effective leader.
Can you share your favorite “Life Lesson Quote”? Why does that resonate with you so much?
My favorite life lesson quote comes from Margaret Wheatley: ‘In this world, the basic building blocks of life are relationships, not individuals.’ This quote resonates with me because it aligns with one of my core values: building relationships and connections with others.
Throughout my professional career, I’ve come to realize the profound truth in Wheatley’s words. The clients and individuals that I’ve built long-term, meaningful relationships with are the ones I feel the strongest connection to. These connections have enabled us to form partnerships greater than the sum of their parts, allowing us to support others in ways that would not be possible individually.
This life lesson has taught me that success and fulfillment don’t come from isolated achievements but from the network of relationships we cultivate. It’s a reminder that our impact on the world is amplified through our connections with others and that by focusing on building and nurturing these relationships, we can create something truly remarkable and lasting.
What are some of the most interesting or exciting projects you are working on now? How do you think that might help people?
I’m currently involved in two particularly interesting and exciting projects that I believe have the potential to make a significant positive impact.
The first project involves working with a global leadership team that has faced substantial changes in multiple areas — their organization, team structure, industry landscape, and even within their direct reports. My role in this project is multifaceted:
I’m helping these leaders connect on a personal level, fostering a sense of camaraderie and understanding among them.
Guiding them in coming together as a cohesive, value-adding team, emphasizing how their collective strengths can drive the organization forward.
Lastly, I’m focusing on improving how they interact with each other, enhancing communication and collaboration.
What makes this project especially exciting is that it’s not viewed as a one-time session but rather as an ongoing journey. The team’s commitment to this long-term process of growth and improvement is truly inspiring.
Another exciting project I’m working on is an opportunity to work with an association of nurse leaders. In this role, I’m helping these healthcare professionals build their leadership skills, with a particular focus on how they can build trust and maintain strong connections in an environment of constant change and high pressure. Given the challenges faced by the healthcare sector, especially in recent times, I believe this work has the potential to create a ripple effect of positive change, benefiting both the providers and patients.
Both of these projects are centered around helping people navigate change, build stronger relationships, and enhance their leadership capabilities. I believe that by empowering these leaders — whether in a global corporate setting or in healthcare — we’re indirectly helping a much broader group of people. Strong, connected leadership teams can guide their organizations more effectively, leading to better outcomes for employees, customers, and in the case of healthcare, patients. By focusing on trust, connection, and adaptability, we’re helping create more resilient and effective organizations.
Without saying any names could you share a particularly memorable success story from your coaching career?
One particularly memorable success story from my coaching career involves a leader with an extensive background in his industry and organization. This individual had been in the industry for over 25 years and had spent two decades with the same company, essentially growing up within the organization. He had a deep understanding of the company’s history and its journey from the beginning.
However, this leader received feedback that his leadership style was creating friction with newer and younger employees. This feedback was difficult for him to hear, given his long-standing experience and familiarity with the organization. Despite this, he accepted the feedback and began searching for ways to improve his leadership.
As part of our coaching process, we solicited detailed feedback from his team. Using this information, we worked together to help him change his thought process and the way he presented himself in the workplace.
The results were remarkable. His team began to comment that they could see him working hard to make a significant difference. While his approach and interactions with others changed, the core of who he was remained intact. This was a huge win for both him and his team.
What makes this story so memorable and impactful is the leader’s willingness to change. He could have easily maintained his status quo for the next decade or so, sticking with an “I am who I am” attitude. Instead, he made a conscious effort to adapt and improve.
This story illustrates the power of openness to feedback and the willingness to evolve, regardless of one’s experience level. It shows that with the right mindset and support, leaders can make significant changes that benefit both themselves and their teams, bridging generational gaps and creating a more harmonious and effective work environment. The success of this leader serves as a great example of how embracing change can lead to positive outcomes for everyone involved.
Ok, thank you for that. Let’s now jump to the primary focus of our interview about coaching. How has your approach to coaching evolved over the years, and what personal learnings have you applied to your own development?
Over the years, my approach to coaching has significantly evolved, primarily driven by a deepened understanding of the nuances between consulting, coaching, and training. As someone who engages in all three of these areas, I’ve found it crucial to develop clear distinctions between them. This clarity has influenced how I approach engagements with clients and how I present myself in different professional contexts.
The most significant shift in my coaching methodology has been moving away from a prescriptive approach towards a more facilitative one. Instead of telling people what to do or showing them specific methods, I now focus on helping clients discover their own path forward. This evolution reflects a deeper appreciation for the power of self-discovery and personal insight in creating lasting change and growth.
My coaching style now emphasizes guiding clients to find their own solutions rather than offering my personal approach as a universal remedy. This shift has not only enhanced the effectiveness of my coaching but has also empowered my clients to develop their problem-solving skills and confidence.
On a personal level, I’ve applied these learnings to my own development by engaging with a coach myself. This experience has been invaluable in helping me reflect on how I show up for my team as a business owner and leader. It provides me with fresh perspectives and alternative approaches to challenges, which in turn helps our organization grow and evolve. Having my own coach has also given me firsthand experience of being in the client’s position. This has deepened my empathy and understanding of the coaching process from the recipient’s perspective, which has made me more effective as a coach.
My approach to coaching has evolved from being an expert who provides answers to being a facilitator who helps clients uncover their own wisdom and solutions. This evolution, coupled with my personal experience of being coached, has not only enhanced my professional practice but has also contributed significantly to my own growth and the development of my organization.
How do you incorporate feedback into your coaching practice to continuously improve?
Incorporating feedback is a crucial component of my coaching practice. It allows for continuous improvement and ensures that the coaching process remains effective and tailored to each client’s needs. I’ve developed a structured approach to gathering and utilizing feedback throughout the coaching engagement.
At the beginning of a coaching engagement, we establish a feedback baseline. This typically involves a meeting between the coachee and their sponsor (often their manager or a senior leader in their organization). If appropriate, we also conduct individual interviews to gather confidential feedback from peers and other key stakeholders identified by the coachee. This initial feedback helps set the stage for the coaching work ahead and provides valuable insights into the coachee’s current performance and areas for development.
Midway through the coaching engagement, we conduct a check-in meeting with the coachee’s leader or sponsor. This meeting serves two purposes: first, to assess progress towards the established goals, and second, to gather observations on any noticeable changes or improvements. This mid-point feedback allows us to make any necessary adjustments to the coaching approach and ensures we’re on track to meet the coachee’s objectives.
At the conclusion of the coaching engagement, we gather feedback in a different format. The coachee is asked to share their biggest “Aha!” moment and what they’ve learned about themselves through the coaching process. They also present their plan going forward, which includes a specific ask for support. This ask often involves ongoing feedback from their manager, creating a framework for continued growth beyond the formal coaching engagement.
This ‘start, middle, end’ approach to feedback ensures that we’re continually refining the coaching process based on the coachee’s progress and the observations of key stakeholders. It also helps to reinforce the coachee’s accountability and commitment to their development.
Can you discuss an innovation in coaching that you believe is currently underappreciated but has the potential to significantly impact the field?
Two underappreciated innovations in coaching with significant potential are team coaching and AI integration.
Team coaching, where the entire team is the client rather than individuals, is gaining traction. It’s a shift from traditional one-on-one coaching and can yield bigger results by impacting multiple people simultaneously. This approach enhances team dynamics, communication, and overall performance, creating ripple effects throughout an organization. We’ve seen some great results since we started offering this approach.
AI in coaching is an evolving field with untapped potential. While there’s much discussion about its use, many coaches, myself included, are still learning how to integrate it effectively and ethically. AI could revolutionize data analysis and personalized insights and augment human coaching capabilities. However, its application in coaching is still in the early stages and constantly changing, with major concerns surrounding confidentiality.
Both these innovations have the power to expand coaching’s reach and impact, potentially shaping the future of the field as it develops further.
In what ways can coaching address the evolving mental health needs of diverse populations in a digitally connected world?
In our rapidly changing, digitally connected world, coaching can play a crucial role in addressing the evolving mental health needs of diverse populations, particularly through what I call ‘transition coaching.’
Transition coaching focuses on helping individuals navigate the constant changes we all face, both personally and professionally. In today’s fast-paced, digital environment change is constant, and many people struggle to adapt effectively. This is where coaching can make a significant impact.
One of the key issues in our digitally connected world is the paradoxical lack of meaningful connections. Despite being more ‘connected’ than ever through technology, many people find themselves living in a transaction-based world, lacking deep, genuine human connections. This disconnect can contribute to feelings of isolation, anxiety, and other mental health challenges.
Coaching can address these issues by helping individuals identify and articulate their struggles. The goal of coaching in this context is to help people move forward, providing them with tools and strategies to build more meaningful connections and navigate transitions more effectively.
It’s important to note that while coaching can support mental health, it is distinct from therapy. Coaching focuses on present and future-oriented goals and actions, while therapy often deals with past traumas and diagnosed mental health conditions. In addressing mental health needs, coaching can complement therapy by providing practical strategies for daily life and personal growth.
By offering support in managing transitions, building genuine connections, and developing resilience in the face of constant change, coaching can play a vital role in supporting mental health in our digital age. It can help diverse populations adapt to the unique challenges of our connected world while maintaining their well-being and sense of purpose.
How do you foresee artificial intelligence and machine learning transforming the coaching industry in the next decade?
The potential impact of artificial intelligence (AI) and machine learning on the coaching industry over the next decade is a topic of significant interest and speculation. As someone actively involved in the field, I can say with certainty that this is indeed ‘the big question’ on many coaches’ minds.
The International Coach Federation (ICF), a leading global organization for professional coaches, has been actively discussing the integration of AI in coaching practices. One of the primary concerns is how to leverage AI technology in ways that maintain the strict confidentiality that is fundamental to the coaching relationship. This is a critical consideration as we move forward with AI integration.
Despite these challenges, AI and machine learning present exciting possibilities for transforming various aspects of the coaching industry. We may see new ways to stay connected with both coaches and coachees, potentially offering more continuous support beyond scheduled sessions. AI could provide additional resources and tools to enhance the coaching experience, making it more personalized and data-driven.
Even seemingly mundane aspects of coaching, such as scheduling and engagement tracking, could be revolutionized by AI, potentially freeing up more time for coaches to focus on their core work with clients.
However, it’s important to note that the exact shape of this transformation is still unclear. The coaching industry, like many others, is in a state of anticipation and preparation for AI integration. While we can speculate on potential applications, it’s challenging to predict precisely what the landscape will look like for all of us in the industry in the coming decade.
What’s certain is that AI will bring changes, and as coaches, we need to stay informed, adaptable, and thoughtful about how we incorporate these new technologies. The goal will be to harness the power of AI to enhance, rather than replace, the human-to-human connection that is at the heart of effective coaching.
What role do you believe ethical considerations and privacy concerns will play in the future of coaching, especially with the increased use of digital platforms?
As coaches, we must be keenly aware of the risks associated with various digital platforms for ourselves and our clients. We need explicit approval before using AI tools in our practice to ensure transparency and maintain trust.
The International Coach Federation (ICF) emphasizes psychological safety and confidentiality as core ethical principles. These must be rigorously protected in digital environments. Psychological safety means creating secure online spaces where clients can express themselves freely. Confidentiality takes on new dimensions in the digital realm, requiring vigilance about data protection and secure communication channels.
Moving forward, coaches will need to stay informed about digital privacy laws and best practices, potentially adapting contracts and procedures to address new ethical challenges.
While digital tools offer exciting possibilities for coaching, their adoption must be thoughtful and ethical, balancing technological advancement with our profession’s fundamental principles.
Could you list and briefly explain “Top 5 Trends Shaping the Future of Coaching” based on your experiences and insights? If you can, please share a story or example for each.
- Team Coaching: This trend focuses on coaching entire teams, helping them clarify and achieve collective goals. It’s about viewing the team as a unit and facilitating their growth together.
- Manager-Specific Coaching: There’s a growing demand for coaching tailored to managers, addressing their unique challenges such as burnout, stress, project management, and team dynamics.
- Addressing Negative Self-Talk and Worthiness: Coaches are increasingly helping individuals across all genders manage negative self-perception, especially when rapidly promoted or facing new leadership roles.
- Moving Beyond Labels: There’s a shift away from blanket terms like “imposter syndrome,” towards more personalized approaches that consider each individual’s unique situation and aspirations.
- Setting Direction: Coaches are increasingly helping leaders at all levels, particularly those new to senior roles, in setting direction for their teams and organizations. This involves supporting them in stepping into their new roles confidently and effectively.
Additional Insight: The importance of perspective-flipping and trust-building in times of change is emphasized. Coaches are helping leaders understand different perspectives within their teams, manage their own presence and impact (“casting a shadow”), and adapt their leadership style to meet diverse team needs.
How do you envision the integration of coaching within organizational cultures changing the landscape of leadership and employee development?
The integration of coaching within organizational cultures is significantly changing the landscape of leadership and employee development in several ways:
Shift in Perception: Coaching is now viewed as a benefit and a valuable part of development for high performers and those doing well rather than a remedial tool for troubled employees.
Leadership Assessment Tools: It’s becoming recognized as an essential tool in a leader’s toolkit, something to be actively embraced and utilized.
Personalized Development: There’s a growing understanding that not everyone needs the same program. Coaching allows for tailored development based on individual goals and needs.
Cultural Integration: As coaching becomes more embedded in organizational culture, it’s likely to foster a more supportive, growth-oriented environment.
Performance Enhancement: By focusing on high performers, coaching is being used proactively to enhance leadership capabilities and drive organizational success.
This evolution in how coaching is perceived and utilized within organizations is likely to lead to more dynamic, adaptable, and effective leadership development practices
What do you see as the biggest challenge facing the coaching industry today, and how might we overcome it?
The coaching industry today faces a significant challenge: a widespread lack of understanding about the true nature and benefits of coaching. Many people remain unaware of how coaching can positively impact their careers at various stages. To address this issue, the industry needs to focus on educating the public about what coaching entails and how it differs from other forms of professional support. Organizations can play a crucial role by openly discussing and endorsing coaching as a valuable development tool. It’s essential to emphasize that coaching isn’t just for specific situations or crises but can be beneficial throughout one’s entire career journey. Sharing success stories that highlight the positive impact of coaching on individuals and organizations can help illustrate its value. By tackling this awareness gap, the coaching industry can expand its reach and influence, positioning coaching as a widely recognized and utilized tool for personal and professional growth.
What is one long-term goal you have for your coaching practice, and how are you working towards it?
A long-term goal for my coaching practice is to expand our focus on team coaching, particularly for middle-level organizational teams. Here’s how we’re working towards this goal:
- Continuing Individual Coaching: We’ll maintain our individual, executive, and leadership coaching services as there’s an ongoing need for these.
- Expanding Team Focus: We’re increasingly dedicating time to working with teams, recognizing the value of collective development.
- Broadening Organizational Reach: We’re encouraging organizations to make coaching available to both top leadership and middle-level teams.
- Targeting Cross-Functional Teams: There’s a particular emphasis on supporting cross-functional teams in the middle of organizations, who often handle complex, high-impact work.
- Demonstrating Value: We’re showcasing the benefits of team coaching to encourage more organizations to embrace this approach.
This goal reflects a shift in the coaching industry towards more inclusive, team-oriented approaches, aiming to create broader impact within organizations by developing collective capabilities alongside individual leadership skills.
How can our readers continue to follow your work?
I welcome readers to follow and connect with me on LinkedIn where I regularly post about my work. Readers can also visit www.JenniferMaxsonAssociates.com to learn more about me, my team and how we enhance the credibility of leaders.
Thank you for offering such valuable insights into the future of coaching. We look forward to seeing your work continue to reach new heights, and we wish you continued success.
About the Interviewer: Chad Silverstein, a seasoned entrepreneur with over two decades of experience as the Founder and CEO of multiple companies. He launched Choice Recovery, Inc., a healthcare collection agency, while going to The Ohio State University, His team earned national recognition, twice being ranked as the #1 business to work for in Central Ohio. In 2018, Chad launched [re]start, a career development platform connecting thousands of individuals in collections with meaningful employment opportunities, He sold Choice Recovery on his 25th anniversary and in 2023, sold the majority interest in [re]start so he can focus his transition to Built to Lead as an Executive Leadership Coach. Learn more at www.chadsilverstein.com
Jennifer Maxson Of Jennifer Maxson & Associates On The Top 5 Trends Shaping the Future of Coaching was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.