An Interview with Chad Silverstein
(Com)passion fatigue: With the world facing unprecedented times, oftentimes referred to as the current ‘triple threat’ of economic uncertainty, multiple ongoing humanitarian crises including, and a warming planet — people are scared, and exhausted, leading to (com)passion fatigue. The dual nature of this concept stems from so many social and geopolitical worries around us and the inability to foster compassion for all these causes. Passion fatigue is related to those working in social impact — fighting for poverty alleviation, education, and social injustice — the high stakes and oftentimes low financial rewards and unsupportive nature of the social impact sector for life balance is resulting in passion fatigue across the impact sector. Individuals experiencing (com)passion fatigue will seek coaching support to reassess their values, priorities, and contributions to society, leading to a renewed sense of purpose and direction. Coaches will guide clients in exploring meaningful ways to make a difference in their communities through volunteering, advocacy, or social entrepreneurship. Lastly, coaches will equip clients with resilience-building techniques to navigate feelings of overwhelm and burnout, empowering them to persevere in pursuing their passions despite challenges.
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 Kelsi Kriitmaa.
Kelsi Kriitmaa is a seasoned social impact executive with nearly two decades of experience spanning private, non-profit, and multilateral sectors, specializing in strategic advisory for global philanthropic initiatives. As the Founder of Kriitmaa Coaching & Consulting, she provides tailored coaching programs for individuals and teams dedicated to purpose-driven missions, guiding them through career transitions and cultivating impactful leadership skills. Leveraging expertise in coaching methodologies and social impact strategies, Kelsi empowers leadership teams to achieve their aspirations while championing life balance and sector-wide organizational change.
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?
I started my career in global health — designing, implementing and evaluating health and social service interventions for marginalized populations across low-income settings, in development and humanitarian contexts. For more than 10 years, working with the United Nations and non-government organizations, I worked out of refugee camps and settlements, and travelled into conflict zones, to establish health programmes for the most vulnerable populations globally. I loved this work, but it was all-encompassing, my identity was enshrined in the fact that I was a humanitarian worker, and I put this above all else including my health, my interpersonal relationships, and my safety. I did not know any different, because I told myself this was what was required, to make a difference, to have an impact.
After 10 years of being based on the African continent, and working across Africa, the Middle East and Asia, I moved to Geneva, Switzerland and transitioned to the leadership team of a social impact consulting firm. As the Chief Operating Officer of a strategy advisory firm, I worked with companies on their corporate social responsibility (CSR) initiatives, incubated and advised family and corporate foundations, and supported philanthropists and organizations in executing their ambitious environmental, societal, and governance (ESG) endeavors. I was no longer based in war zones (albeit still travelling to them from time to time), and I had a more ‘stable’ career based out of Geneva, therefore surely, I should have been able to re-prioritize my life and untangle my identity from my work. Alas, co-running a consulting firm was anything but a ‘balanced’ environment, The cycle of business development, delivering high-quality content to clients, and growing an organization from 5 to over 30 people — this was all-encompassing. I thoroughly enjoyed every minute of my role, but after five years and facing an impending organizational transition, I realized that my intense fusion of identity with my career was no longer healthy (though to be fair, it never was — I simply chose to overlook the warning signs). As a result, I decided to resign from my position as COO and took a much-needed sabbatical. Over six months, I took time to rest, reflect, and deeply examine my core values, purpose, and aspirations for my life and family. The conclusion I came to, was that after two decades of beautiful (mostly) and high-paced (always) working a 9–5 (or rather an 8–8), I was craving transformation, both personally and professionally.
I had in parallel been working on getting certified as a professional life and career coach, and I came out of that sabbatical with the clearest of mindsets and missions — I wanted to help other social impact professionals to overcome the same challenges that I had, throughout my career. Specifically, I wanted to support female social impact professionals, working in the non-profit, development, humanitarian, social enterprise and purpose-driven sectors, to experience a deep sense of fulfilment from their work, knowing that they make a meaningful impact on society and contribute to positive change, without an unhealthy life balance. I wanted to help individuals enjoy quality time with loved ones, pursue personal interests, and refocus and reprioritize their energy, while also having ambitious careers.
In the early days of my coaching practice, my biggest struggle was balancing the idealism of my clients, with the realism of the sector, and the insights that my nearly twenty years in this sector had afforded me. Many social impact professionals are driven by a strong sense of idealism and a desire to create positive change in the world. However, they may face practical constraints, bureaucratic hurdles, and systemic issues that can be challenging to navigate. The reasons that someone may have entered this sector years or decades previously, may not be the same reasons for why they remain, and helping my clients to unpack this, can be exceptionally transformative for their mindsets and ultimately their lives and careers.
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?
1. Resilience: Business leadership often entails facing numerous challenges, setbacks, and failures along the way. My ability to bounce back from adversity, maintain focus, and keep pushing forward despite obstacles has been a crucial factor in my success. Early in my career, I started working in insecure environments, and within the first years of my professional career, I was involved in a terrorist attack in Somalia. I survived, but many of my colleagues did not. Facing an extreme situation like this so early on in my career could have made me hesitant to return to these types of environments. However, I used this experience, the terror, and the belief that my work had value — I used these beliefs to build the courage to persist. Working in the humanitarian sector for over a decade embedded a sense of work ethic, higher purpose and resilience within my core values, instilling a sense that giving up was not an option, that valuable lessons could be taken from almost any experience, and I could use that knowledge to pivot my career as needed. More than anything, overcoming these early setbacks strengthened my determination to succeed in the face of adversity.
2. Adaptability: In today’s fast-changing business world, being adaptable is key to staying ahead and grabbing new opportunities. As a successful business leader, my ability to quickly adjust to shifting conditions, new technologies, and changing consumer preferences has played a crucial role in my capacity to innovate and succeed. When the COVID-19 pandemic hit, causing widespread disruptions to businesses worldwide, I was part of the Executive Team of a social impact consulting firm based out of Europe (Switzerland and France). We had to swiftly adapt our company’s operations to the new reality. We embraced remote work, implemented digital solutions to enhance efficiency and communication, and shifted our products and service offerings to meet evolving customer needs. Our adaptability not only helped the company weather the storm but also positioned it for growth during that volatile period for businesses, and teams.
3. Empathy: Good leadership isn’t just about achieving goals and making tough calls — it’s also about connecting with people on a personal level, actively listening to their needs and perspectives, and building trust and collaboration. Being able to empathize and understand others’ emotions can greatly boost team morale, engagement, and overall performance. During a period of organizational change, I recognized that our team members were feeling anxious and uncertain about the future. As an executive team, we attempted to listen to their concerns, address their questions and fears, and involve them in the decision-making process wherever possible, rather than implement a top-down approach. We were endeavouring for empathy and transparent communication to help alleviate anxiety, build trust, and rally the team around a shared vision, ultimately leading to a smoother transition and improved morale. However, looking back, this period was poorly managed, and there were an incredible number of lessons learned, most notably that during organizational transformations, despite good intentions, empathy may not always be viewed as genuine. Furthermore, radical transparency, to the maximum extent possible, should be prioritized, to maintain a trust-based relationship with teams, for both those transitioning out and those remaining. If I could go back and do things all over again there are countless ways I would have amended my behaviour and that of our Executive Team, but it is these lessons learnt I am taking with me as I support and coach senior leadership teams and organisations on their journey. challenges that I had, throughout my career. Specifically, I wanted to support female social impact professionals, working in the non-profit, development, humanitarian, social enterprise and purpose-driven sectors, to experience a deep sense of fulfilment from their work, knowing that they make a meaningful impact on society and contribute to positive change, without an unhealthy life balance. I wanted to help individuals enjoy quality time with loved ones, pursue personal interests, and refocus and reprioritize their energy, while also having ambitious careers.
Can you share your favorite “Life Lesson Quote”? Why does that resonate with you so much?
Define success on your own terms, achieve it by your own rules, and build a life you’re proud to live.” — Anne Sweeney, President of Walt Disney. This quote profoundly resonates with me because for decades I lived my life as a humanitarian worker, putting the work, the mission, the impact above all else — including my safety, my health, and every realm of my life came second to my professional identity. It took re-writing my brain to completely shift my mindset, my habits and my sense of self-worth, to allow myself to live the life of my dreams. I now want to empower others to do the same, it is possible to be ambitious in your career, make a positive impact in our communities, have a family and flourishing personal life, all without the pressure, stress and hustle culture that has become the norm for so many.
What are some of the most interesting or exciting projects you are working on now? How do you think that might help people?
The two most interesting projects I am working on now, aim to increase accessibility to coaching for social impact professionals. Traditionally, coaching has been an industry predominantly accessible to certain segments of society, whether that be due to lack of awareness, time or financial constraints. I aim to change this. A famous quote about coaching from Elaine MacDonald is “A life coach does for the rest of your life what a personal trainer does for your health and fitness”, and while we have seen a proliferation of coaching, which now comprises a 20-billion-dollar industry globally, and is the second fasted growing sector globally, the awareness of the profession, and access to it, is yet to be tackled.
The first project I am working on is the launch of a group coaching program for social impact professionals. Many non-profit. humanitarian and development professionals have never had any exposure to coaching, because non-profit professional development budgets often don’t incorporate this type of benefit. Overall, investment in professional development and modern-day human capital practices has lagged behind that of the private sector, across the core social impact industries — non-profits, multilateral and UN agencies, international development and humanitarian organizations, etc. Group coaching provides a cost-effective and supportive environment for personal and professional development, offering shared learning, diverse perspectives, and collective wisdom from peers. Participants benefit from peer support, accountability structures, and constructive feedback that enhance self-awareness, skill development, and confidence. Engaging in group coaching also fosters meaningful connections and networking opportunities while accelerating progress through a structured and efficient format. Overall, it offers a holistic approach to growth, addressing various aspects of development within a collaborative setting.
The second project I am working on is an online course for humanitarians looking for better balance in their lives. When one is constantly working in hardship and conflict settings, moving across countries and contexts, it can be difficult to find balance, maintain healthy relationships and boundaries with work, and extricate one’s identity from their work. This course is for humanitarians and will cover essential topics such as defining work-life balance, managing stress and self-care practices, setting boundaries and effective time management strategies, optimizing productivity, nurturing relationships, and reflecting on progress. Participants will learn to prioritize well-being, develop resilience, and establish sustainable practices to navigate the demands of humanitarian work while maintaining personal fulfilment and connection. Through interactive exercises and actionable steps, this course will aim to equip humanitarians with practical tools and insights for achieving greater balance and effectiveness in their roles.
Without saying any names could you share a particularly memorable success story from your coaching career?
I have a coaching client who is an independent contractor and has worked across multiple industries, as a war reporter, facilitator, writer, on top of being a mother and with a flourishing personal life. She was struggling with next steps in her impact oriented career, but at her core, she wanted to be a full-time writer. We worked together to unpack her limiting beliefs around who is a ‘writer’, what that would mean to self-identify as such, and to let go of the more diversified and less risky approach of being engaged in multiple projects and professional endeavors, to focus on her one true passion — writing. Within 5 months of working together, not only did she shift her mindset to self-identify as a writer, but she also finished one book, wrote another, attended multiple conferences circled the publishing sector, and is well on her to being a published author. Her success was remarkable, and predominantly based on her ability to look deeply within and identify her core values, her purpose, and her aspirations.
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?
My approach to coaching has evolved over the years, initially as a manager, leader and board member across social impact organizations, where my coaching approach was based more around mentorship approached. As I gained further experience, became professionally accredited as a life and career coach, and continued to proactively engage in learnings and methodologies across multiple coaching styles and schools (e.g. positive psychology, narrative and solution focused coaching, etc.) my approach to coaching has evolved significantly. Initially, I focused more on traditional coaching techniques, such as goal setting and skill development. However, as I gained more experience, I transitioned to a more holistic and empathetic approach, emphasizing the importance of purpose, values, and well-being in career development. My coaching style integrates personal growth principles, encouraging clients to explore their authentic selves and align their careers with their values and aspirations.
In terms of personal learnings applied to my development, I have embraced continuous learning and self-reflection. Drawing from my diverse experiences in the private, public, and social impact sectors. I have discovered the significance of resilience, adaptability, and empathy in navigating career transitions and challenges. By prioritizing self-care and maintaining a growth mindset, I have cultivated greater authenticity and effectiveness in my coaching practice. Overall, my hope is my career journey has shaped a coaching approach that is not only professional but also deeply personal, embodying the values of purpose, balance, and joy that I advocate for with my clients.
How do you incorporate feedback into your coaching practice to continuously improve?
Incorporating feedback into my coaching practice involves actively seeking input from clients and creating a safe environment for honest communication. I reflect on feedback received, identifying strengths and areas for growth based on client experiences. I then use this feedback to set specific development goals and experiment with new coaching approaches suggested by clients, peers and through my continued professional development (e.g. courses, webinars, etc.). Continuous learning and maintaining a growth mindset to evolve and refine my coaching practice is of the utmost importance for me.
In terms of the practical tools, I use Zoom surveys after every 1:1 coaching call, as well as onboarding, mid-program and exit surveys for specific feedback and to make pivots in real time to coaching programs. For corporate and group coaching programs, both in person and remotely, there are always baseline, midterm and end line surveys, as well as ample opportunities for feedback at the end of every session, where I ask participants for quantitative and qualitative feedback using Likert scales, for each session.
Can you discuss an innovation in coaching that you believe is currently underappreciated but has the potential to significantly impact the field?
One exciting innovation in coaching that often flies under the radar but holds immense promise is the incorporation of technology, specifically artificial intelligence (AI) and data analytics, into coaching methods. While AI-driven coaching tools are starting to emerge, they haven’t yet gained widespread adoption or full recognition within the coaching community. AI has the incredible ability to analyze large volumes of data to offer personalized insights and recommendations for clients. For instance, AI can track clients’ progress, emotional responses, and levels of engagement over time, enabling coaches to fine-tune interventions more effectively. Moreover, AI-powered chatbots can provide immediate coaching support whenever needed, expanding the reach of coaching services beyond traditional sessions, and reducing the inequities and barriers in access to coaching. This innovation has the potential to boost coaching efficiency, scalability, and accessibility. However, the one first and foremost downside, is the potential for compromising in the essential human touch and personalized approach that are integral to effective coaching relationships. As AI technology advances further, its integration into coaching practices could revolutionize the field, empowering coaches to deliver more impactful and data-informed interventions, however with all AI applications we will need to ensure ethical approaches, evaluations, and monitor the advances with care and attention.
In what ways can coaching address the evolving mental health needs of diverse populations in a digitally connected world?
Coaching can play a vital role in addressing the evolving mental health needs of diverse populations in a digitally connected world by offering personalized support, promoting self-awareness, and leveraging technology for accessibility. However, at the core of the work, coaching and therapy differ primarily in their focus and goals. Coaching is geared towards personal and professional development, emphasizing goal setting and achievement, skill enhancement, and overcoming obstacles in specific life areas such as career or relationships. Coaching does not involve diagnosing or treating mental health disorders. In contrast, therapy is focused on diagnosing, treating, and healing mental health issues and emotional challenges through exploration of past experiences and emotional patterns. Therapists provide expert guidance and support to address psychological symptoms and promote overall mental well-being.
While coaching is future-oriented and collaborative, therapy often involves a therapeutic alliance cantered on healing and introspection. The choice between coaching and therapy depends on individual needs and goals, with some clients benefiting from both approaches for comprehensive development and wellbeing.
All of this said, coaching absolutely promotes wellbeing and better mental health, by providing a supportive relationship and accountability partner for clients, helping them to unpack their values, purpose and goals, and to live a life with better balance, fulfilment and joy. Furthermore, by collaborating with mental health professionals, coaches provide integrated care that comprehensively supports clients’ psychological and emotional well-being. Ultimately, coaching in a digital age enhances mental health outcomes by offering tailored and accessible solutions to individuals seeking guidance and support.
How do you foresee artificial intelligence and machine learning transforming the coaching industry in the next decade?
Absolutely, as previously mentioned, AI has the potential to transform the coaching industry; however, the furthering of these approaches and integrations requires proceeding with caution. The potential for personalized insights and recommendations for clients based on extensive data analysis is promising. While AI-driven coaching tools are advancing, they have yet to gain widespread adoption and recognition within the coaching community. This technology has the potential to enhance coaching efficiency, scalability, and accessibility but may also pose challenges in maintaining the essential human touch and personalized approach crucial to effective coaching relationships.
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 with any service provision based on personal wellness, health and well-being, ethical considerations and privacy concerns must be a key concern, particularly as digital platforms become more prevalent. Coaches must prioritize client confidentiality, informed consent, and data protection when using technology for coaching services. This includes ensuring secure communication channels, implementing robust data encryption, and obtaining explicit consent for data collection and usage. Additionally, coaches need to navigate ethical dilemmas related to AI-driven tools, such as transparency in AI decision-making, avoiding bias in algorithms, and safeguarding client autonomy. As coaching evolves in a digital landscape, maintaining ethical standards and respecting client privacy will be essential to building trust and ensuring the integrity of coaching relationships. Regulatory frameworks and industry guidelines will likely continue to evolve to address these complex ethical and privacy considerations effectively.
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.
- The search for purpose and countering misalignment burnout: As individuals continue to seek purpose and alignment between their personal and professional values and how this plays out across all spheres of their lives, coaching will continue to be a vital tool. Coaches will pivot towards guiding clients in aligning their values and goals to find purpose, rather than solely focusing on career progression. We see this frequently in younger generations (Millennials, Gen X and Gen Z) where data shows that younger generations are willing to take a salary cut to work for a company that aligns with their core values (reference: Fortune, April 2024). Moreover, professionals in the social impact sector, where their careers are more than a paycheck, but where they feel heavily invested in the societal outcomes of their work, often struggle with finding balance, as their roles become all-consuming and their professional and personal identities intertwined. For instance, a client may express burnout due to feeling disconnected from their original passion for social change. In coaching, guiding such clients involves exploring their core values, identifying areas of misalignment, and collaboratively crafting strategies to realign their work with their purpose-driven goals. This may involve circling back to the original reasons a client may have entered this sector. Simply because someone entered the social impact industry years or decades previously, does not mean that these reasons still apply. Acknowledging that values, interests, and motivations change over the course of our professional careers, is crucial, for finding fulfilment in our careers, across the various life phases.
- Sabbaticals on the rise: Intentional and restorative breaks are crucial for preventing burnout, fostering employee well-being, and increasing retention. Companies and non-profits will increasingly offer structured sabbatical programs as part of their employee benefits package to promote work-life balance and prevent burnout. We will also see a rise in the request for sabbatical planning, where coaches will assist individuals in planning and maximizing the benefits of their sabbaticals, helping them set intentions, explore growth opportunities, and manage expectations. Moreover, coaches will be asked to guide clients in reflecting on their sabbatical experiences and translating them into personal and professional growth, ensuring a seamless transition back into work, and even using this content to promote and support their next career pivots
- A laser focus on life balance and a move away from hustle culture: Social impact professionals often face the challenge of balancing intense work commitments with personal well-being and fulfilment. Coaches play a crucial role in promoting life balance and supporting clients in navigating the hustle culture prevalent in the sector. For instance, a coach may integrate resilience-building exercises into sessions to help clients manage stress and avoid burnout. Additionally, coaches facilitate discussions on work-life integration, encouraging clients to prioritize self-care and explore activities that nurture holistic well-being. By fostering a shift towards a more balanced and sustainable approach to work, coaches empower clients to thrive both personally and professionally in the social impact space. Moving forward we will continue to see coaches broadening their scope beyond traditional career coaching to encompass holistic well-being, addressing physical, emotional, and mental health concerns. This will include the integration of mixed method practices, including strengths-based coaching, resilience-building exercises, and gratitude practices to enhance overall life satisfaction and fulfilment. Coaches will encourage clients to cultivate self-compassion and self-care habits, recognizing the importance of nurturing oneself amidst life’s challenges and uncertainties. Work-life Integration will take the forefront across many coaching practices, where coaches will help individuals strike a balance between professional and personal commitments, fostering a sense of harmony and fulfilment in all areas of life.
- (Com)passion fatigue: With the world facing unprecedented times, oftentimes referred to as the current ‘triple threat’ of economic uncertainty, multiple ongoing humanitarian crises including, and a warming planet — people are scared, and exhausted, leading to (com)passion fatigue. The dual nature of this concept stems from so many social and geopolitical worries around us and the inability to foster compassion for all these causes. Passion fatigue is related to those working in social impact — fighting for poverty alleviation, education, and social injustice — the high stakes and oftentimes low financial rewards and unsupportive nature of the social impact sector for life balance is resulting in passion fatigue across the impact sector. Individuals experiencing (com)passion fatigue will seek coaching support to reassess their values, priorities, and contributions to society, leading to a renewed sense of purpose and direction. Coaches will guide clients in exploring meaningful ways to make a difference in their communities through volunteering, advocacy, or social entrepreneurship. Lastly, coaches will equip clients with resilience-building techniques to navigate feelings of overwhelm and burnout, empowering them to persevere in pursuing their passions despite challenges.
- Diversity, Equity, and Inclusion (DEI): More than ever, coaches are now championing DEI principles, creating safe and inclusive spaces for all individuals to thrive. What this means for the coaching space is coaches will undergo training to enhance their cultural competence and sensitivity, ensuring they can effectively support clients from diverse backgrounds. Moreover, coaches will create inclusive coaching environments where clients feel safe to explore their identities, experiences, and aspirations, fostering trust and empowerment. DEI is not a passing fad, despite how some have portrayed it in the media, and the coaching sector will need to catch up in terms of awareness, education and updated methodologies and practices, to stay relevant and provide the best service to clients.
How do you envision the integration of coaching within organizational cultures changing the landscape of leadership and employee development?
In recent years, the integration of coaching within organizational cultures has begun to transform the landscape of leadership and employee development by fostering a culture of growth, empowerment, and continuous improvement. As coaching becomes more ingrained in organizational practices, leaders are encouraged to adopt a coaching mindset, emphasizing collaboration, feedback, and personalized development. This shift towards a coaching-oriented leadership style promotes transparency, trust, and accountability within teams, leading to more effective communication and decision-making.
Furthermore, coaching empowers employees to take ownership of their professional growth, enhancing job satisfaction, motivation, and retention. By providing tailored support and guidance, coaching facilitates skill development, resilience, and adaptability among employees, equipping them to navigate complex challenges and drive innovation.
I anticipate the social impact sector will invest more in coaching initiatives, recognizing the value of developing human capital and fostering a supportive, empowered workforce, despite past constraints on resources and appreciation for modern human capital practices. This shift signifies a commitment to maximizing the potential and well-being of individuals dedicated to creating positive change in society. The increased focus on employee well-being has been accelerated by the Covid-19 pandemic, with rising rates of remote work, burnout, career dissatisfaction, and loneliness. From a coaching and personal/professional development standpoint, this shift is welcome, underscoring individual well-being as a cornerstone of organizational investments.
What do you see as the biggest challenge facing the coaching industry today, and how might we overcome it?
One of the biggest challenges facing the coaching industry today, and in fact one of the reasons it took me so long to formally transition into this industry, is due to the unregulated nature of coaching as a profession. As coaching continues to gain popularity and expand into various sectors, there is a growing demand for clarity and accountability in terms of coach training, credentials, and ethical practices. The absence of standardized qualifications and oversight can lead to variability in the quality of coaching services offered, potentially undermining trust and credibility in the profession. Additionally, as coaching becomes more digital and globalized, ensuring ethical guidelines and cultural sensitivity across different contexts poses another significant challenge. Addressing these challenges will be crucial for maintaining the integrity and professionalism of the coaching industry while fostering continued growth and recognition. A perfect example is when I was doing my coaching certification program, as the cohort was introducing themselves. There was an incredible number of students who said that had in fact been coaching for years having never done any official training of accreditation. Interestingly, many of these individuals were men — which is backed up by data that women tend to only apply to jobs when they are 100% qualified, this phenomenon is often referred to as the ’confidence gap’. Men, however, with the confidence in their ability to coach, having never taken a course or program, may simply jump in feet first and launch the business. There is no right or wrong way to launch a business, with the diversity in coaching models, niches, expertise and accreditations being incredibly vast, however from a personal perspective, I would not be comfortable working with a personal fitness instructor, or a mental health provider, who did not have some type of certification, and I see this as the same for coaching.
What is one long-term goal you have for your coaching practice, and how are you working towards it?
My long-term goal for my coaching practice is to increase access to high-quality coaching for social impact professionals, ultimately reducing attrition across the sector and empowering individuals to thrive in their lives, across professional and personal realms. By addressing the lack of awareness and accessibility traditionally associated with coaching, I aim to provide comprehensive support that enables social impact professionals to achieve their full potential and contribute meaningfully to societal change. One of my key projects focuses on launching a group coaching program tailored for social impact professionals, offering a cost-effective and supportive environment for personal and professional development through shared learning and peer collaboration. This initiative aims to bridge the gap in professional development resources often limited within non-profit budgets.
Another project I’m working on is a course designed specifically for humanitarians seeking better balance in their lives amidst demanding and often challenging work environments. This course equips participants with practical tools and insights to prioritize well-being, manage stress, and establish sustainable practices while navigating the demands of humanitarian work. By providing accessible resources and support, I aim to empower humanitarians to achieve greater effectiveness and personal fulfilment in their roles.
Through these initiatives and my broader objective of increasing coaching access for social impact professionals, I aim to cultivate a supportive ecosystem where individuals feel valued, empowered, and equipped to excel in their fields, thus retaining exceptional talent within the social impact sector. My vision extends beyond individual impact to foster a movement that challenges hustle culture and promotes balanced living as the norm. By advocating for change and amplifying voices, we can shift industry norms towards healthier and more sustainable practices.
How can our readers continue to follow your work?
Website: www.kriitmaa.com
Blog: https://www.kriitmaa.com/blog
LinkedIn: https://www.linkedin.com/in/kriitmaa/
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
Kelsi Kriitmaa Of Kriitmaa Coaching & Consulting 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.