An Interview With Chad Silverstein
I am hopeful and confident that more organizations are seeing the positive impact of coaching and willing to bring it into their companies at scale. Whereas before coaching was often relegated to senior leaders and high-potentials, I see more companies building out larger coaching programs that serve professionals at every level. A recent example I can share involves one of our clients with whom we’ve designed and are implementing multiple leadership development programs. A staple of each of these programs includes individual and group coaching sessions that target a combination of C-level, executive, middle-management, HIPO, and first-level leaders.
The world of coaching is undergoing a seismic shift, with emerging trends 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 Joe LaDuke.
Joe LaDuke is VP of Coaching and Consulting Services at Dion Leadership, a leadership and organizational development consultancy based in Novi, Michigan. Joe’s twenty years of coaching, consulting, and facilitative experience covers a broad terrain of industries, and he has worked with all levels of leadership across a diverse spectrum of Fortune 100 companies in the public and private sector. Joe holds a Master’s Degree in Education from the University of Michigan and Professional Coaching Certifications through the International Coaching Federation (ICF) and Co-Active Training Institute (CTI). Joe is also an avid martial artist and enjoys integrating his 20 years of experience into his leadership development philosophy.
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?
In a former professional life, I was a high school educator for almost fifteen years. I knew the classroom wouldn’t be my forever pathway, though, and I saw a lot of crossovers between coaching and teaching. Specifically, what makes for a great teacher also makes for a great coach — relationship building. Both pathways involve creating and holding space for others to get curious about themselves and take ownership over their learning and development. This is something that I’m really passionate about. I left the classroom over a decade ago, and I haven’t looked back. From Fortune 100 companies in the private sector to working in the public sector with our federal government, I have been fortunate to coach in a wide array of diverse environments.
In regard to challenges, one that sticks out is a belief that I would bump into early on from prospective clients (and still sometimes do) that coaches must have industry experience in order to be effective at their work. I don’t hold this to be true and see it as an opportunity to talk with these prospects about what coaching actually is and how a fresh set of eyes can be of benefit. It’s also an opportunity to help them understand the difference between coaching and other solutions like consulting.
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?
Curiosity is the first trait that comes to mind. For me, it’s a universal ingredient to so many aspects of enriching our lives. Whether it’s raising our levels of self-awareness, coaching others to do the same, advancing our individual and collective learning, taking on new challenges and risks, or also managing how we show up in difficult conversations and handle conflict, curiosity lies at the heart of doing all of these things from a genuine place. One recent example quickly surfaced in a conversation where it was clear that my expectations and that of a direct report did not align. Rather than operate from a place of judgment or assumption, I remained curious and invited their perspective. I made sure to acknowledge their viewpoint, regardless of whether I agreed with it. I wanted them to know they knew they were visible and audible to me in our space together, and an effective way in which I did that involved listening actively and asking questions. This helped to create a productive dialogue that resulted in resolution.
The second trait involves empathy. It’s hard to be an effective coach, and I would argue moreover successful in any of our relationships, if empathy is lacking. Whether you’re trying to hold space for others to be vulnerable, engage and motivate the people you lead, listen actively and stay curious, or just develop a genuine rapport with another person, I find that empathy is an essential cornerstone in doing all of these things not just well, but from a real and authentic place. One example that is still vivid in my mind took place years back when a student had acted out in class. Rather than react to their behavior abruptly and out of defense and judgment, I took pause and decided to speak with them after class. I gave them the opportunity to explain their behavior, during which they shared some difficult events that were going on in their life, and I learned their behavior in class was more of a spillover from this struggle than our actual class interaction. They ended up being very appreciative that I had taken the time and interest to talk with them, and what could have been a tear in the fabric of the relationship, instead galvanized it.
The third trait that I think has been instrumental for me is discipline. I find that regardless of the priority, there is never a shortage of potential distractions vying for my attention. Staying focused and even calling on myself to “do the thing even when I don’t want to do the thing, but I know the thing is important” has been crucial to sustainable development and success. It’s not always easy, and it’s a practice. Accepting this has come a long way for me. One example that comes to mind involves working with my team on a recent large client proposal. Simply put, it was gargantuan and at times felt tedious and laborious. Nevertheless, we kept our heads down, divided the work accordingly along with deadlines, kept our communication pipelines open and vital, and executed promptly every step of the way. The end result was one in which all of us felt great about our work together and the 50+ page proposal we had submitted, expecting the hard work will lead to many impactful leadership development and coaching engagements with this large hospital system.
Can you share your favorite “Life Lesson Quote”? Why does that resonate with you so much?
The quote is taken from a Japanese proverb that states “nana karobi, ya oki.” I understand its English translation is to “fall down seven times, get up eight.” This was introduced to me many years ago in my martial arts training and really resonated. For me, it’s such a simple, yet profound way of illuminating so many values at once, including focus, discipline, determination, and resilience. Though likely not surprising to any of us, I’m still often reminded not only in coaching others, but also my own life, that we control much less than we may initially think. And if we’re really trying to optimize our lives for the better, staying focused on what we control is imperative, particularly in drawing clear boundaries away from distractions and saboteurs. What I’ve also found is that in order for real, lasting change to take place, our efforts must be consistent rather than ephemeral. This is why the proverb means so much to me. It’s like saying that if you see the change you want, forces outside of your control are likely going to show up and try to push you off course or knock you down and keep you on the ground away from what you seek. But if on the other side of this difficulty is the positive change you desire, you can call upon yourself to get back up, dust yourself off, and answer the bell for the next round with vitality and vigor. You have agency. You always have agency over mindset and behavior. This speaks to me deeply about how we can actively and optimally engage with the volatility of life.
What are some of the most interesting or exciting projects you are working on now? How do you think that might help people?
A current project involves supporting leadership and culture change at a large tier-one automotive supplier. On paper, this is a global, billion-dollar organization that is a subsidiary of an even larger private equity firm. In person, however, we’ve been able to foster a personal relationship with their leadership and create what I believe is long-lasting impact at scale. Between the leadership development, high-potential management development, and coaching programs we have designed and implemented in their organization, our partnership has been able to reach over a thousand leaders within the company. When I think about so many people being positively impacted, which individually means they’re happier in the work they’re doing, along with cumulatively how their workplace culture is thriving and productivity is up, I’m elated with the work we’re doing.
Enjoying our work on the daily can play a big role in influencing one’s measure of happiness. Knowing that my team at Dion Leadership and I are committed to supporting individuals and organizations in making this a reality is something that not only excites me but feels like purposeful work and paying it forward to others.
Without saying any names could you share a particularly memorable success story from your coaching career?
One story that comes to mind involves a CEO of a hospital. Simply put, they inherited a mess. This was their first C-level gig. They had moved from out-of-state and were new to the area. The hospital was underperforming in all kinds of ways. Conflict was rife within the leadership team, between the team and staff, as well as between practitioners and patients. They specifically had to work on leading individuals who were committed to legacy thinking and resistant to change. This was on top of personality clashes.
In our work together, this leader focused on communicating with styles unlike their own, level-setting standards and expectations, delegation, and accountability. It took some time, but 1) their confidence really began to take off, and they operated more and more from a place of empowerment (I will add that they were able to do this without compromising their authenticity, earnestness, and ability to empathize). And 2) individuals who were resistant at first began to open up and see the purpose in what they were being asked to do. This opened the door for a wider spread culture change which increased team effectiveness, decision-making, and ultimately, productivity and improved patient outcomes.
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?
I think my own approach to coaching has evolved because it’s always anchored in some form of exploration. Whether it be learning more about how the brain works, our limbic systems, neuroscience, cognitive behavior, IO psychology, positive psychology, or health and wellness studies, it’s been driven by a desire to coach the whole person. That ultimately, even though I may be coaching on a specific topic any given day, there is still a larger tapestry within this other person that is in play and comprised of an array of fabric strands. Each of these strands has data, and they all work together to impact a person’s health and well-being. As a coach, I strive to be mindful of this, particularly in directing the type of questions I ask and observations I may make.
In regard to my personal learnings, I think part of what I’ve said above comes from my own desire to get out of my own head at times. I’m pretty sure (or so I’ve been told 😊), that I have a natural tendency to move towards a more cerebral place. As years have passed, I’ve recognized the value this adds, but I’ve also made a more concerted effort to check in with my body and listen to what it’s telling me. It, too, has data to share. Logic and reason undoubtedly have their place and are often championed. Intuition, “spidey senses,” and feelings, however, also have their equal settings at the table. Once more, bringing this awareness into my coaching helps address the complete person rather than only one dimension of what they may bring into their coaching session. The result is a transformation of thought and mindset that create healthier behaviors, better relationships, innovative ideas, and ultimately stronger performance at work and a more grounded and conscious person all around.
How do you incorporate feedback into your coaching practice to continuously improve?
Feedback is fundamental to any healthy relationship. And in a healthy coaching relationship, feedback is an essential part of the communication pipeline. Sure, one may consider and implement pre and post evaluations, assessments, and other more formal modalities to gauge performance. I use all of these. However, I think that if I’m really building connection with a client, vulnerable, candid, and real-time feedback is a natural part of the coaching conversation. It may be a part of a recap from a previous session, or it may be listening to my own intuition about the trajectory of a specific conversation and following up. It could also be me checking in at certain points throughout the coaching engagement’s timeline. These are just to name a few. Regardless, as a coach, I’m working to create a space in our relationship where safety and trust are prized. As these elements are nurtured and continue to grow within the relationship, my aim is that feedback becomes an organic part of the conversation.
Can you discuss an innovation in coaching that you believe is currently underappreciated but has the potential to significantly impact the field?
Well, regardless of one’s fondness for it, the advancement of technology in our industry has been rapid and is here to stay, so I think it invites us to consider the kind of relationship we want to build with it as coaches. I think these advancements have made room for a number of things. 1) In our efforts to utilize more evidence-based practices as coaches, technology can help us collect and make available sound data that can expedite individual learning. It can also provide quantifiable evidence to organizations that coaching really works. At the very least, technology can be helpful in administering and collating data in a way that’s more easily digestible, and it certainly doesn’t replace our role as coaches to help a client mine through and process it in an optimal way. 2) It can expand the scale and accessibility of coaching — simply put, individuals who previously may not have had the opportunity to work with a coach now can. And 3) we’ve seen how AI can assist with the administration, scoring, and delivery of assessments, scheduling, sending reminders, and other tasks that create more bandwidth for the coach. AI cannot yet replace the nuances in human feels, dynamics, and behaviors, but it does open up more time for us to focus on impactful coaching sessions with our clients.
In what ways can coaching address the evolving mental health needs of diverse populations in a digitally connected world?
In its purest form, coaching is a catalyst for human connection. And since we’re seeing more and more opportunities for coaching to be delivered at scale, consequently, the optimist in me believes this translates to greater connection from one person to the next, one team to the next, one organization to the next, and one population to the next. I’m going bold to say that when you work with a coach successfully, it changes you for the better, and this change inevitably doesn’t just impact your life, but it improves your relationships as well. This is where I see its positive impact having more of an exponential effect and being able to reach individuals across all kinds of lines.
Coaching is not only built on the premise that human transformation is possible, but also serves as a means of doing so. And again, with more people having access to this kind of development, the more people are living their lives with clarity, meaning, intention, purposeful action, and fulfillment. The romantic in me believes this is how we meet each other where we are currently, create opportunities for one another to feel seen and heard, support one another in our needs, and ultimately, build healthier relationships born out of respect, compassion, and understanding.
How do you foresee artificial intelligence and machine learning transforming the coaching industry in the next decade?
I can see AI being useful in many of the data-oriented and administrative aspects of our work. For instance, I see it being helpful in supporting assessment processes, analyzing various data and performance analytics, and tracking progress, habit changes, and goal achievement. We can use these data-driven insights to inform our approaches with even more nuance and intention that can hopefully help our clients achieve their goals with even greater efficacy and efficiency. I also see its usefulness in helping with calendar management and posting reminders, “nudges,” or relevant statistics for clients. All of this can help facilitate and potentially expedite our learning. Our coaching team has tested using AI to generate coaching tips, recommendations, and insights on various topics. To date, we find the responses to be at best, generalized insights that may be helpful but not mindset-changing, and at worst, sub-optimal ideas that we would not coach to knowing the intricacies of the real-world situation. Consequently, I do not think AI is ready to replace our ability to help our clients interpret data, or moreover, process their human experiences, particularly as they relate to passion, vitality, meaning, and motivation.
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, it remains imperative and our responsibility to ensure that ethical frameworks are standardized regarding data privacy and conflicts of interest. Integrity and confidentiality are coaching cornerstones, as are safety and trust. If we’re expecting our clients to log on to a digital platform and be as open, authentic, and vulnerable as possible, it’s vital that we do everything we can to protect them.
I also see this as an opportunity for the International Coaching Federation (ICF) to continue championing its ethics standards, specifically as it relates to digital privacy. At Dion Leadership, we expect all of our coaches to adhere to ICF’s ethical standards. Consequently, it is criteria for both individuals and organizations to work with certified coaches who meet these standards.
Could you list and briefly explain “Top 5 Trends Shaping the Future of Coaching” based on your experiences and insights?
1 . I am hopeful and confident that more organizations are seeing the positive impact of coaching and willing to bring it into their companies at scale. Whereas before coaching was often relegated to senior leaders and high-potentials, I see more companies building out larger coaching programs that serve professionals at every level. A recent example I can share involves one of our clients with whom we’ve designed and are implementing multiple leadership development programs. A staple of each of these programs includes individual and group coaching sessions that target a combination of C-level, executive, middle-management, HIPO, and first-level leaders.
2 . I can see group and peer coaching models gaining more ground in the future. These models offer quite a bang for the buck. Individuals benefit from receiving coaching while also getting to hone their own coaching chops. In simplest terms, these are cost-friendly, collaborative solutions that create rich opportunities for communal learning and diverse viewpoints to come together for the development and growth of each participant. In my own personal experience, we are seeing more and more organizations green light group coaching initiatives as part of their larger leadership development programs and providing a means for coaching to reach more people. We’re also seeing more executive level leaders show interest in group and peer coaching as it provides them a unique opportunity to coach on issues specific to their level of leadership and build healthier, more vital cross-functional relationships.
3 . I’ve mentioned it a couple of times now, but it behooves us to figure out a way to ethically befriend AI. It’s already here, so I think you’re going to see more coaches and coaching platforms utilizing it in the ways described earlier in this interview. One example I can share involves a coaching platform that incorporates AI to help prompt clients in a timely fashion on the progress they’re making towards specific goals. This same platform also uses AI to recommend resources from its library to clients based on their goals and activities. It provides for them a curated, customized user experience.
4 . Science, science, science. Whether we’re talking about neuroplasticity, positive psychology, or appreciate inquiry (to name a few), the research and data shows in abundance the value coaching brings to one’s life and the success of an organization. Looking ahead, figuring out innovative ways to continue marrying this research and these modalities into both the art and science of coaching will be crucial. In my own experience, this has involved utilizing pre and post surveys, assessments, action plans, and post-engagement action plans to provide data that measures the efficacy of specific modalities and the progress a client has made, then using this to continue optimizing one’s coaching methods.
5 . I think the previous question about privacy concerns should remain at the forefront as we look into the future. Technology continues to advance at such a fast pace, and it’s really our responsibility to remain vigilant regarding its ethical use. So, in shaping the future of coaching, I don’t think it just means having important conversations about this topic. I think this means making sure that these conversations translate to specific action steps that safeguard our clients’ privacy and confidentiality, particularly on digital platforms, and having specific protocols, requirements, and safety measures in place that address these technological advancements as they continue to proliferate. This is certainly not the kind of thing where we can afford to rest on our laurels. I know that on its web site, ICF provides not just its privacy statement, but also a data protection white paper and a list of third-party audits that have secured multiple certifications regarding data privacy. I think providing this level of transparency at the very least is paramount for coaching platforms to assure their clients of their commitment to protect their privacy.
How do you envision the integration of coaching within organizational cultures changing the landscape of leadership and employee development?
This question excites me because I see it as the sweet spot of the work I do now at Dion Leadership. As I mentioned before, I think there are tremendous opportunities to bring coaching at scale to organizations as uniquely designed coaching programs or as part of larger leadership development programs. Regardless, I think it will provide supple means for professionals at every level to optimize in wide array of areas: raising their self-awareness levels, boosting their confidence, improving their performance levels, and improving their well-being. I also think that bringing coaching at scale can help organizations retain top talent, fill their talent pipelines, and help with performance in hybrid and remote work environments. This is just to name a few. Ultimately, I think coaching is an instrumental vehicle for people to build healthy relationships with themselves, others, their work, and their environments. If as an employee, I can see how my values align with that of my organization, feel a sense of purpose, meaning, and positive impact in my role, and endorse a growth mindset that drives my confidence and helps me build healthy relationships, then I’m playing a vital part in contributing to a thriving workplace culture. This is what really excites me because we’re talking about how impactful coaching is in creating thriving workplace cultures where people are excited when they begin their day and feel a sense of fulfillment when their day is through.
What do you see as the biggest challenge facing the coaching industry today, and how might we overcome it?
I come back to the role technology plays in our work. With the advancement of AI and proliferation of digital coaching platforms, I think upholding rigorous and transparent privacy policies is crucial in protecting the confidentiality of our clients.
What is one long-term goal you have for your coaching practice, and how are you working towards it?
One long-term goal goes back to bringing coaching deeper into organizations. This involves helping leadership at organizations realize that if they’re really looking to transform their cultures, utilizing coaching for select senior leadership and high potentials alone, though understandable, is limiting the scope of the actual impact they’re looking to create. I see it in fewer cases, but I would also add that we shouldn’t just put underperforming leaders into a coaching program either, particularly after they have lost the confidence of others to lead.
The return on the investment in coaching is proven. I say this to recommend that organizations look at coaching as an investment in future performance, not a cost or a perk. In consideration of this, one of the last questions I frequently then hear from C-level, HR, and Talent Development leaders involves who — as in, how do we decide at each level who gets to work with a coach? The answer to this question is actually quite simple. Look for who is motivated to change. Look for who is engaged. Look for who shows the potential or capability to influence others. Look for who is likely to take the positive behavior change they’ve experienced as a result of their coaching and utilize it to lift up others along with them. These individuals exist at every level. Find them. All of them. They will help open the doors and demonstrate the benefits of coaching at every level. And once they do, you’re off to the races.
How can our readers continue to follow your work?
Readers can follow my work at www.dionleadership.com and on LinkedIn at www.linkedin.com/in/ladukecoaching. It would be great to connect and keep this conversation going!
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.
Joe LaDuke Of Dion Leadership 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.