50-59% positive response rate
* Suggest that executive coaches should promote mindfulness and meditation practices among their clients.
* Suggest that executive coaches should be reading more about stress (for example, Robert Sapolsky’s Why Zebras Don’t Get Ulcers) and bring resulting insights into their coaching sessions.
* Suggest that executive coaches should devote more attention in their coaching to Decision-Making processes and attention to risk-related addictive behavior in their client.
* Suggest that executive coaches should read more about behavioral economics (such as work of Daniel Kahneman) and the psychology of decision-making and risk and bring the resulting insights into their coaching sessions.
* Suggest that executive coaches should become more knowledgeable about a biopsychosocial perspective on risk-taking behavior—enabling the coach to explore the biological, psychological and sociological elements of risky behavior in their own life and work, as well as that of their clients.
* Suggest that executive coaches should frequently return to a review of fundamental principles in the field of executive coaching regarding advice giving.
* Suggest that executive coaches should always follow any advice that they give with inquiry—encouraging their clients to explore both the strengths and weaknesses of the advice that is given.
* Suggest that executive coaches should increase their sensitivity to ways in which their own personal desire for bonding and nurturing are influencing their own work as a coach.
* Suggest that executive coaches should read about neuro-social biology (such as found in Robert Sapolsky’s Behavior) and apply insights from this work in their coaching sessions.
* Suggest that executive coaches should devote more attention in their coaching to the somatic (bodily) experiences of their client: how are they “feeling”, where does this “feeling” come from in their body, and what is the impact of this feeling.