The Business Anecdote Issue 5 | Cover Feature | Dr. Jeffrey O. by Hubert Nomamiukor

ISSUE 5 JULY 2021

SPECIAL ISSUE

6 BUSINESS ANECDOTES INSIDE THIS ISSUE

TABLE OF CONTENT PAGE 1 COVER INTERVIEW

DR. JEFFREY O.

07 PRESIDENT & CEO OF THE

INTERNATIONAL HOSPITALITY INSTITUTE

FEATURED INTERVIEWS 14

ALI JAMAL FOUNDER & CEO OF STABLEGOLD HOSPITALITY

BASHAR WALI FOUNDER & CEO OF "PRACTICE HOSPITALITY" AND "THIS ASSEMBLY"

BRIAN CHAPPON FOUNDER & CEO OF CENTRED

CHRISTOPHER PUNTURERI CEO OF NACRE GROUP AND COO OF IRIDESCENT HOTELS

KATHRYN KONING 36 FOUNDER & CEO OF SQ HOSPITALITY, GLOBAL SOFTWARE APPLICATIONS & SURFERQUEST WWW.THEBUSINESSANECDOTE.COM

TABLE OF CONTENT PAGE 2 FEATURED ARTICLES

10 WAYS TO STANDOUT ON SOCIAL 40 MEDIA ARTICLE BY GRISELDA SAVOY THE START MODEL™ FOR 45 BUSINESS LEADERS AND COACHES ARTICLE BY DR. JEFFREY O.

WWW.THEBUSINESSANECDOTE.COM

Editor's note Hi all, This is the Fifth Issue and the second Special Issue of the Business Anecdote magazine, which is focussed on the Hospitality and Travel Sector. We have some great business anecdotes lined up for you and a couple of articles. We have also featured some literature from the Hospitality and Travel Sector which you might find interesting and educational. Especially if you are an aspiring business leader & entrepreneur looking to work within the Hospitality and Travel industry. Our cover feature is Dr. Jeffrey O., a seasoned business leader in the Hospitality sector and the current President & CEO of the International Hospitality Institute. Dr. Jeffrey is also an executive coach and an author of several books. He created the the START Model™, which is also featured in this Issue. So, sit back and enjoy this Issue. Thank you.

hubertn.

HUBERT NOMAMIUKOR Editor-in-Chief

Disclaimer The Business Anecdote and its employees are not liable for any third party views, opinions, products or services present in this Issue. We have to the best of our knowledge edited any content which might be deemed offensive or too politically sensitive to publish. That said, any opinions expressed in this publication by third parties does not represent the views or opinions of The Business Anecdote magazine.

WWW.THEBUSINESSANECDOTE.COM

JULY 2021

COVER INTERVIEW

Photos taken by talented Natalie Roberson Interviewed by Hubert Nomamiukor

DR. JEFFREY O. PRESIDENT & CEO OF THE INTERNATIONAL HOSPITALITY INSTITUTE Dr. Jeffrey O. is a seasoned business leader, hospitality educator, internationally renowned coach, and author. He has held various leadership positions such as CEO, COO, and Divisional Vice President, and has managed portfolios with annual revenues exceeding $250 million. He currently serves as president of the International Hospitality Institute (IHI) where he oversees IHI's global operations.

Dr. Jeffrey O. created the START Model™, which is a goal-setting, goal-tracking, and problem-solving model developed for business executives and coaches. He has served and currently serves on several boards. He has also coached senior executives on public speaking, executive presence, and strategic leadership. In our interview with him, he talks about his leadership journey, his influences and reflects on what the IHI has done to support the global hospitality industry through the pandemic.

“Surround yourself with people who are smarter than you. Lean on their knowledge and experience. Solicit their feedback.” - Dr. Jeffrey O.

WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

Hello Dr. Jeffrey and thank you for participating in this Q&A session. We would like to start this interview by exploring your origin story. Please give us an overview of your background (social and academic), and career in the sector?

Although I wanted to be of service to others, I wasn't quite sure what type of service-based occupation I would end up in. That changed when I got my first hotel job. Like Archimedes discovering the principle of flotation, I had a Eureka moment and realized that I had found my calling.

Dr. Jeffrey: Thank you for having me. Unlike some of my peers, I did not grow up in the hospitality industry. My father expected me to become a lawyer but the field of law did not hold any interest for me. I wanted to write books, teach, and do work that involved service to others. I thought that I would probably end up as a politician, a motivational speaker, or an executive coach.

In addition to working in hospitality, I have worked as an executive coach and motivational speaker. Along the way, I have written and had several books of fiction and non-fiction published. Life has a way of taking us back to paths that we may have strayed away from, or ignored. My first degree was in Political Science. I earned the degree from the University of Maryland.

Next, I earned a Master's degree in Human Resources Training and Development from Amberton University. My PhD in Leadership was earned from Johnson University. I also have a Diploma in Hospitality Management. In terms of career milestones, my first management job was as a Front Desk Manager at a Marriott property. My first job as CEO is my current role as President and CEO of the International Hospitality Institute. I also consider the publication of my books to be career milestones.

“In summary, the three things in my background and environment that have helped me succeed as a business leader are my parents, my hunger for learning, and the team that I have surrounded myself with. ” - Dr. Jeffrey O.

WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

How much of your background and environment can be attributed to your success as a business leader? Dr. Jeffrey: Whatever success I have achieved as a business leader can be attributed chiefly to my background and environment. Let's start with my childhood. When I was a child, my parents instilled in me the drive to be successful. Just about everyone around me had a college degree. Frankly, a first degree was not a big deal. There were high achievers all around. My father was quite the bibliophile. He provided me with books. I started reading at an early age and I read some books that I probably should not have read at such an early age!

I remember reading Immanuel Kant's Critique of Judgment, Friedrich Nietzsche, and Descartes at a very early age. My father facilitated a great learning environment for me. I remember writing a letter to my father when I was five years old. When he responded, his letter stated, "I received your undated letter." There I was, a smug 5 years old, who was quite impressed with his own writing skills. And then, boom, I get this response from my father telling me that I had not dated the letter that I sent him! Seems harsh, right? But it was not. My father was holding me to a high standard. I learned a lesson from that experience. When I told the story of my "undated letter" to my wife several years ago, she chuckled and told me, "Do you realize you are the same way with our kids? You hold them to high standards." At an early age, I learned from my father about the formalities and niceties of writing and language. Which reminds me of the relationship between one of my favorite writers, Martin Amis, and his father, Kingsley Amis. I also learned to be a ruthless self-critic, always willing to question my actions, decisions, motives, and goals, taking a dispassionate approach in reviewing my performance. Another factor that has contributed to my success as a business leader, has been my environment. I have surrounded myself with people who are much smarter than I am. I have learned from them, learned their stories, their dreams, and their aspirations. I have been able to learn not only from my mistakes but also from their mistakes. In summary, the three things in my background and environment that have helped me succeed as a business leader are my parents, my hunger for learning, and the team that I have surrounded myself with.

WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

What initially attracted you to the Hospitality sector?

Dr. Jeffrey: I chose the hospitality sector because I realized that the industry matched up well with my abilities.

Dr. Jeffrey: I decided to specialize in leadership studies because I wanted to learn more about the conceptualization and practice of leadership. I wanted to understand how leaders can make better decisions and engender positive change in business enterprises and their communities. I wanted to examine the gaps between theory and praxis, and the role of ethics in leadership. I wanted to understand how and why leadership fails, or succeeds. Although the doctorate degree was one of the hardest things I have ever done, it was also one of the most rewarding.

Good interpersonal skills, the willingness and ability to serve others, and a genuine curiosity about other people are essential in the field of hospitality. I believed that I possessed all those attributes. What better industry to work than the one in which I could use my natural talents?

What are the key challenges you have faced in your career, and how did you navigate these?

Dr. Jeffrey: I think that most people have faced challenges in their careers. Most of my challenges were of my own making. I believe that we all need to learn how to manage our expectations in life. We need to set expectations that are realistic and achievable. If we set an expectation that is not realistic and achievable, we are setting ourselves up for disappointment. Imagine a soccer player who goes into a match promising themselves that they would score 3 goals in the match. The player may be a great player, and the other team may be a weak team, but 3 goals may not manifest. The soccer player is bound to leave the field deflated. I set expectations for myself that were not realistic. As you can guess, what came next was disappointment. To navigate the challenges that I had created for myself, I had to teach myself to be more realistic in my goal-setting. I was fortunate to work with a terrific executive coach, who helped me with goal-setting. He helped me see around corners and prompted a lot of introspection. I realized that the world did not revolve around me.

WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

What does your role as the President of the International Hospitality Institute entail? Dr. Jeffrey: As the President and CEO of IHI, I oversee the global operations of the organization. IHI is the world's leading training, advocacy, and recognition organization for the hospitality industry. IHI has a presence in various countries and membership drawn from all over the world. Our mission is to train hospitality professionals worldwide, recognize their work, and advocate for them.

What are the current challenges facing the hospitality sector and how is the International Hospitality Institute helping with this? Dr. Jeffrey: The hospitality sector is currently grappling with various challenges, foremost of which is a labour shortage. The industry was severely impacted by COVID-19. Many of the people who were furloughed or retrenched have sought jobs in other industries. We simply do not have enough people to do the work that needs to be done. There has been a lot of clamour for wages to be raised for hospitality workers. The good news is that many business owners have responded positively. Another challenge facing the industry is training. We need to do a better job of training the people that we hire. Some companies do a great job with training but far too many do not prioritize training. A poorly trained employee will deliver poor service. Fortunately, many companies are seeing the need to strengthen their training initiatives. IHI will continue to provide a training platform to companies seeking to train their teams. We offer a panoply of certifications and training programs.

With the advent of COVID-19, IHI has supported the hospitality industry by providing discounts on its training programs and offering scholarship opportunities to hospitality professionals around the globe.

IHI offers various certification programs such as the Certified Hospitality Expert (CHEx), Certified Hotel General Manager (CHGM), Certified Food and Beverage Manager (CFBM), Certified Hotel Operations Manager (CHOM), Certified Rooms Division Manager (CRDM), Certified Revenue Management Specialist (CRMS), and many others. The International Hospitality Institute’s scholarship program was also open for applications until June 20, 2021. Scholarships were awarded to hospitality students from all over the world. In addition to its initiatives in the area of training, IHI has rolled out the Hospitality Code of Ethics (HCODE), the first and only hospitality code of conduct for the global hospitality industry. The HCODE provides guidance to hospitality enterprises and professionals on ethical conduct. In May of 2021, the International Hospitality Institute published its annual Hospitality Power Index™ which features the Top 50 Most Influential Hospitality Leaders in the USA and in the world. On November 9 and 10, 2021, IHI will be hosting the Global Hospitality Summit. The virtual event will bring together the world’s most respected and accomplished hospitality leaders to discuss topical issues. Information will be shared on IHI’s social media pages. What is the International Hospitality Institute’s forecast for the hospitality industry post-pandemic? Dr. Jeffrey: Prognostication is never an easy task, but here at IHI we see a robust future for the hospitality industry. The hospitality economy is recovering steadily; occupancy rates are climbing. Trendlines for revenue will continue to be positive and the recovery will be V-shaped. The challenge that the industry currently faces and will continue to face is a shortage in labor. The industry needs to reassess current operating models as they relate to wages, recruitment, and benefits. The work-life balance challenges which workers face need to be remediated.

WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

INTERVIEW

Before we end the interview, what advice do you have for business leaders and entrepreneurs aspiring to launch a business in the hospitality sector? Dr. Jeffrey: I have several pieces of advice: Number 1: Do your homework before you launch the business. Know your market. Know your competition. Understand the micro and macro business landscape. Do not expect quick returns. Be prepared to hang in there for the long-haul. Number 2: Surround yourself with people who are smarter than you. Lean on their knowledge and experience. Solicit their feedback. Number 3: Ask yourself, "how will my business benefit my local community?" Horace Mann famously wrote about our obligation to help others. "Be ashamed to die unless you have secured a victory for humanity." So ask yourself, how will my business benefit people? How I will I help secure a victory for others? We have come to the end of the interview, and would like to thank you for participating in this Q&A session. Dr. Jeffrey: Thank you

“I chose the hospitality sector because I realized that the industry matched up well with my abilities. Good interpersonal skills, the willingness and ability to serve others, and a genuine curiosity about other people are essential in the field of hospitality. ” - Dr. Jeffrey O. 11 | IMPRINT MAGAZINE WWW.THEBUSINESSANECDOTE.COM

JULY 2021

FEATURED INTERVIEW Photo taken by talented Natalie Roberson

Interviewed by Hubert Nomamiukor Photos owned by Ali Jamal

ALI JAMAL FOUNDER & CEO OF STABLEGOLD HOSPITALITY Ali Jamal is a seasoned hospitality business leader and social entrepreneur. He is the owner and CEO of Stablegold Hospitality as well as numerous other entities that own and operate hotels, residential rental properties, event space, and vacation rentals in and around Metro Atlanta, in Macon, and in Minot, North Dakota. In 2011, through his hard work and dedication, Ali turned a single rundown and shutdown hotel into numerous vibrant, thriving businesses that employ close to 100 people in Georgia alone and that offer, among other things, approximately 1300 Metro Atlanta rental units.

Ali has an Executive MBA from Northeastern University and holds a certificate in Strategic Leadership from the Stanford Business School. He is also a founding member of the Forbes Real Estate Council. In our interview with Ali, he talked about the influence his parents and uncles had on his entrepreneurial journey. He also explores the social impact and value proposition of Stablegold Hospitality.

WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

Hello Ali. Thank you for participating in this Q&A session. We would like to start by exploring your origin story. Please give us an overview of your background, career milestones, and your entrepreneurial journey to date? Ali: I was born and raised, in Vancouver Canada, by two hard working immigrant refugee parents from East Africa who escaped to Canada during the eviction rule of Idi Amin. My father was a loving and kind soul, he taught me a lot about the human side of life before passing away while I was still a teenager. Throughout his life he struggled with an illness and therefore my mom was on her own to raise us for most of our lives. Both my parents worked, and worked, and worked religiously to make ends meet at first, and then slowly built a residential real estate portfolio in Vancouver Canada. When I was born, my mom was selling naan, door to door. By the time I was a teenager, while raising three kids, she became the landlord of multiple properties. And that's no easy feat in Vancouver. Just check out our real estate prices! She, along with her brothers, taught me everything I know about being a prudent, determined and very successful real estate investor. There were many career milestones that got me to that point too. At first, I worked the typical entry level jobs that most teenagers do. Then I realized I'm never going to get the sports car of my dreams on that kind of paycheck. I sent a 100 resumes out to various local banks and one of them decided to hire me. It was a credit union that put me in charge of selling memberships. I ended up surpassing all their sales targets, nationwide. It was from that point on that I realized I have a knack for sales and building the relationships one needs to be successful at it.

WWW.THEBUSINESSANECDOTE.COM WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

My next job was with the local Chamber of Commerce, where I did the exact same thing - broke records selling memberships, nationwide. And yet again, for the Canadian Manufacturers Association. Selling memberships, however, wasn't my first passion. While working the 9-5 grind, thanks to the inspiration from my mother and uncles, I started investing in real estate simultaneously. My uncles in London, where very impressed with what I had acquired at such a young age and kept encouraging me to follow in their footsteps, as they had owned a chain of bed and breakfasts hotels, located right in the centre of London! Although they supported me every step of the way, it didn't take much effort to encourage me. The entrepreneurial spirit in me desperately wanted to accomplish a similar feat. I was soon ready to buy my next property and decided, this time, to look outside of Vancouver, possibly even outside of Canada. That's when I came across an amazing opportunity in Atlanta, Georgia. I told my uncle about it and, within weeks, we flew down to Atlanta Georgia to check it out. It was worn down, shutdown, and required a major refurbish. That didn't deter me as I saw a wealth of opportunity - and not just for me, but for my own family's security and the local community in which the property was located. In essence, it was this realization that marked the birth of Stablegold Hospitality.

“When I was born, my mom was selling naan, door to door. By the time I was a teenager, while raising three kids, she became the landlord of multiple properties. ” - Ali Jamal WWW.THEBUSINESSANECDOTE.COM WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

What attracted you to the hospitality and investment sector? Ali: I could carry over everything that I loved about sales into this sector, where my true passion resides. This means I could continue networking, meeting people from all walks of life, listening to their stories, learning about what I can do to make their lives better, and then executing a plan to do so. Meanwhile, I'd also be fulfilling my own personal objectives of gaining long term financial security and build enough wealth for my family, and hopefully, future generations. For me, there couldn't possibly be a more perfect crossroad to arrive at. Has your entrepreneurial journey been influenced by any past or present business leaders? Ali: First and foremost it would be my mom and my uncles. Throughout my life I have watched them closely. I learned about the business world and how they became prudent investors and excellent property managers. Everything that they acquired, emotionally (sense of security) and financially, paled in comparison to the maximum amount of success I could possibly achieve by working a 9-5 job. They had the foresight to see this was going to be the case many years before I was ever born. I always respected that deeply, and wanted to follow in their footsteps ever since I decided to buy my first property. My journey has also been influenced by social entrepreneurs who trailblazed their way to success by staying firmly committed to social causes they hold dear. Tatsuya Nakagawa, who co-founded Castagra Products, helped to develop a product called Ecodur which is changing the world by replacing toxic products that are commonly used in industrial facility maintenance. To date, it’s approved by organizations such as BP, Shell, General Mills, Sysco, Encana, Tyson Foods, Giant Foods, Whole Foods, Columbia University, and the list just keeps on growing. The product was even voted top Greenvention on Dragon’s Den and Shark Tank.

Shaun Bradley who, after serving in the U.S. Navy, co-founded Bradly-Morris, Inc. in 1991 and became known as one of the Founding Fathers of the veteran recruiting industry, a multi-state operation to help veterans find employment, all at no cost to them. They placed over 15,000 veterans, with annual sales eclipsing $15M. Shaun and BMI were honoured in the White House as one of the top non-franchise staffing firms in the United States. Similarly, from the moment I acquired SGH's first extended stay hotel in Atlanta, I've been and will always be committed to improving the lives of our customers and enriching the local communities in which our properties reside. On our website and social media, one can easily see the amazing stories of how we make an impact on people's lives - staff, customers, and community members - every single day. It's what makes me get up every morning at 5am - tapping my toes, eager and uplifted to start hustling and work through the next 18 hours!

“You can be successful in business, and you can also try to make the world a better place simultaneously. These are not mutually exclusive concepts.” - Ali Jamal

WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

What solutions does Stablegold Hospitality provide to the hospitality sector? Ali: We've created a brand new business model by taking a page out of the Walmart story. We focus on volume, not room rates. We do this by acquiring the Class C/D properties that no one else wants to buy, due to risk carried over by local crime rates and deterioration of old buildings. Then we refine these hidden gem stones into sparkling jewels, add a security presence if required and also mentor staff on cultural sensitivity. The definition of 'refinement' for each property also includes refurbishing the entire property in order to get all necessary licenses approved and inspections passed. This creates at least a dozen new jobs to start with. We also create partnerships with local non profits and charities, supporting local business, and creating hundreds of new homes for people on the brink of homelessness. What is the target market and geographical reach of "Stablegold Hospitality"? Ali: Low/no-income individuals who seek transitional housing. Our rates are kept low and affordable to ensure these individuals can create enough savings towards owning their own homes, while remaining profitable enough to continue existing/growing as a business and opening up more affordable living spaces.

“There is no substitute for hard work. You’ve got to keep pushing. The harder you work, the better you’ll do. The fundamentals remain the same here.” - Ali Jamal

WWW.THEBUSINESSANECDOTE.COM WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

What advice do you have for aspiring business leaders, entrepreneurs and investors who are looking to operate in the hospitality sector? Ali: Absolutely! 50+ lessons learned can be found throughout my new book. Here’s a sneak preview: General:

● You can be successful in business, and you can also try to make the world a better place simultaneously. These are not mutually exclusive concepts;

● Some of the most successful entrepreneurs on this earth are social entrepreneurs; ● Find out who your customers are, and serve them in the best way possible—for them; ● If you feel good about what you’re doing, you’re probably doing good; ● There is no substitute for hard work. You’ve got to keep pushing. The harder you work, the better you’ll do. The fundamentals remain the same here. Personal:

● Tough times don’t have to destroy you. Know that when you’re going through a challenge, you are in a tunnel of time, and you won’t be there forever;

● If you get punched in the gut—and you will—try to find the lesson in it and a way to turn it around; ● If you don’t take charge of your self-talk, it will take charge of you; ● Make a conscious choice to be around people who are going to support your efforts. Financing:

● Building wealth on a million or billion-dollar scale is typically not something any one person can accomplish alone. Utilize your human capital;

● Sometimes the numbers are against you, but many times, they are not. The only way to know is to get out there and make lots of connections;

● The fewer people you need to raise capital, the easier it is to do; ● Prove your ability to manage other people’s money (OPM), and then, go for it; ● Build in that time cushion and know that sometimes it might take a little while to get a property up and running. Manage expectations of investors and of anyone involved in the profit and loss of the business. Acquisition:

● Creative thinking can make you rich. Target real estate in unrefined areas still undergoing gentrification, or even in a state of dilapidation, that also have a dense population;

● Ask yourself What if…? When you search for a piece of real estate, be creative and flexible in your approach. How can you make the best use of it?;

● Regardless of where you are located, remember every real estate market has unique advantages to it. Learn and leverage. Then repeat;

● The longer you can hold an asset, the higher likelihood of success you can experience; ● Do your due diligence in any of the markets you enter—and fully understand the pros and cons of entering that market. What's the local economy like? What's the local market like? What's the local demographic like? Who is your customer?

WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

Since "Stablegold Hospitality" was launched in 2011 what are the key challenges it has faced and how have you navigated these? In addition, did the pandemic have a negative impact on "Stablegold Hospitality"?

Ali: Since its inception, with the business model that focuses on volume versus room rates, I've ensured the SGH is recession proof. Our 0% vacancy rate during the pandemic was proof of this. Although it’s deeply upsetting that the pandemic displaced so many Americans from their jobs and their homes, the lineups at our hotels also reminded and reinforced everyone about the desperate need for affordable and transitional housing in America. This has remained constant, in good times and not so good times.

Readers can still find my advice, albeit in bits and pieces, through articles I’ve written for Forbes and the Atlanta Business Chronicle - which is why what’s great about this book is that it’s a one-stop shop. I want to pass these learnings on to my readers because I firmly believe this information will enrich their own journey. It's a great book for anyone with an entrepreneurial spirit or an innovator at heart, and it will bring the most value to those whom are also real estate investors, hungry for major expansion. Thank you Ali for participating in this Q&A session, we wish you all the best? Ali: Thank you for this amazing opportunity.

There were challenges, however. many customers found themselves falling on a rough patch, and still unable to pay rent despite being in more affordable accommodation. At each location, we created an emergency fund for all those (staff and guests) who needed it, and worked with each customer to figure out a reasonable payment plan. It's not easy to rent hundreds of rooms to people who have lost their jobs, but it was a temporary situation and we got through it by staying committed to SGH's mission. Before we conclude this Q&A session please tell us about your book "Can-Do Real Estate: Stable Success From The Ground Up". What is it about and who is its target audience? Ali: In general, it's a detailed account of my family origin, the origin of SGH, and all the challenges, along with hard lessons, that my entrepreneurial journey taught me. More specifically, for real estate investors, it’s provides specific guidelines on how to raise capital, increase cash flow, find and purchase the right acquisitions, and then manage those properties in such a way that they can continue focusing on micro-scaling the business.

WWW.THEBUSINESSANECDOTE.COM

JULY 2021

FEATURED INTERVIEW Photo taken by talented Natalie Roberson

BASHAR WALI

Interviewed by Hubert Nomamiukor Photos provided by Bashar Wali

FOUNDER & CEO OF "PRACTICE HOSPITALITY" AND "THIS ASSEMBLY" Bashar Wali is a serial entrepreneur, business leader, and an 18-years veteran of the hospitality industry possessing the unique ability to successfully operate within various disciplines including operations, development and finance. in the Hospitality sector. He is the Founder & CEO of "Practice Hospitality" and "This Assembly".

Bashar graduated from Johnson & Wales University with a Bachelors Degree in Hotel Restaurant Management.

He was the President and CEO of Provenance Hotels from 2006 to 2020. He also served as Vice President of Grand Heritage Hotels International where he led the company’s growth efforts in North America He previously worked for Tara Hotels, Sheraton, Chesapeake Hotel Group and Wyndham.

We also explore the value proposition of his companies, "Practice Hospitality" and "This Assembly".

In our interview with Bashar, we talk about his background, his entrepreneurial influences and challenges he faced along the way.

WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

Hello Bashar. Thank you for participating in this Q&A session. We would like to start by exploring your origin story. Please give us an overview of your background, career milestones, and your entrepreneurial journey to date? Bashar: I think I’ve always had an entrepreneurial mindset. I moved to the US after high school and worked my way through Johnson & Wales University. I did every job there is in hospitality, from PBX operator, to bellman, to front desk, to housekeeping, HR, operations and GM. Along the way, hotels became not just my vocation but my passion. Eventually, I stepped into development and added that to my operations expertise. Sourcing, financing and executing deals on the real estate side of the business for a major international management company gave me an ownership perspective. This was brought to bear in my previous role, where I lead the growth of a regional operator from four to fourteen hotels in just under a decade. All of this lead up to me launching "This Assembly" and "Practice Hospitality". What key challenges have you faced in your entrepreneurial and leadership journey to date? How have you navigate these? Bashar: Where to begin? I’ve led teams through crises natural and manmade, wildfires and hurricanes, multiple economic cycles, 9/11, The Great Recession, this pandemic. There will always be something around the bend to challenge you and your company. You navigate these challenges the same way every time, by staying calm, being nimble, listening to your people and your partners, caring for those who rely on you, remaining humble and being ready to do something differently when what you’re doing isn’t working any longer.

WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

As a serial entrepreneur and business leader what attracted you to the hospitality sector? Bashar: For me, there never was anything else. Hospitality, and hotels in particular, are in my blood. This industry appealed to me because it is all about caring for others. You’re either born to do it or you’re not. I was born for this. Has your entrepreneurial and leadership journey been influenced by any past or present business leaders? Bashar: Bill Kimpton essentially invented lifestyle hotels and has been a great inspiration in the way I craft my approach to creating experiences. He was a visionary who always put people first. Another one is Chip Connolly, who famously took his owners' kids to ballgames and treated the business like an extension of his family. I admire that approach and endeavour to do the same in my own way. What advice do you have for aspiring business leaders and entrepreneurs who are looking to operate in the hospitality sector? Bashar: Barring the last year, the hospitality sector is one of the few sectors that never closes and never takes a day off. Sundays, holidays, midnight to the wee hours, we’re always open. So, you better love it if you’re going to get into this business. And, you better love people. This is, above all things, a people business.

“For me, there never was anything else. Hospitality, and hotels in particular, are in my blood. This industry appealed to me because it is all about caring for others. You’re either born to do it or you’re not. I was born for this.” - Bashar Wali WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

Before we conclude this Q&A session please tell us what impact the pandemic had on your business enterprises and how have you navigated these? Bashar: We had the unique experience of launching during the pandemic. I wouldn’t say that was exactly easy but, when our industry was at its lowest, instead of having a huge ship to turn through the storm, we were able to be nimble, focus on just our one or two assets and really look beyond the crisis to the future. Thank you Bashar for participating in this Q&A session, we wish you all the best? Bashar: Thank you

“Barring the last year, the hospitality sector is one of the few sectors that never closes and never takes a day off. Sundays, holidays, midnight to the wee hours, we’re always open. So, you better love it if you’re going to get into this business. And, you better love people. This is, above all things, a people business.” - Bashar Wali

WWW.THEBUSINESSANECDOTE.COM

JULY 2021

FEATURED INTERVIEW Photo taken by talented Natalie Roberson

BRIAN CHAPPON

Interviewed by Hubert Nomamiukor Photos owned by Brian Chappon

FOUNDER & CEO OF CENTRED Brian Chappon is the the Founder and CEO of "CENTRED", a global travel wellness company. His journey as a social entrepreneur can be traced back to when he worked as a volunteer and intern with NGOs, providing disaster relief.

He built networks of insurance companies, PE/Financial service providers, governments, NGOs, and innovative projects to build wealth, jobs, and opportunities in new markets in the Middle East, Africa, and Asia.

Seeing the economic impact of those environmental events led him to a new focus on the need for sustainable entrepreneurship and an investment ecosystems in developing countries. As a consultant and head of capital markets, he raised funds and created models to analyze highreturn projects and de-risk public-private partnership investments.

In 2020 Brian launch "CENTRED", the first travel health and wellness platform changing the way the world will travel during and after the global COVID-19 pandemic. In our interview with him, he talks about his entrepreneurial journey an the value proposition "CENTRED" offers to the travel and hospitality industry.

WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

Hello Brian. Thank you for participating in this Q&A session. We would like to start by exploring your origin story. Please give us an overview of your background, career and how you got into entrepreneurship? Brian: Growing up in Seattle, amidst the beginning of the tech movement, I launched my first business. I was just 17 years old and, of course, it failed, but the lessons I learned were invaluable. I quickly learned how to pitch VCs and write business plans, while tossing around new ideas, taking risks, and making many mistakes; it was through this process that I was able to grow as a person. I discovered my personal passions - exploring the world, staying healthy, connecting with people through authentic relationships - and through that found my purpose to be creating impact on a global level when it comes to health and well-being, particularly within the developing world. This is something that the CENTRED Team and I will be sharing over the next few months. But back to my early days as an entrepreneur… So, life happened and I hit a point where I began to question my why, my vision, and my purpose both personally and professionally...and I found myself falling flat on my face. I lost my business, I lost my friendships, I lost my marriage, I lost my house, and I ultimately ended up sleeping in a 24 hour Starbucks in New York City, and that’s where I believe my journey as an entrepreneur really began. As an entrepreneur, some things are taught and other things are caught, and I firmly believe that a true entrepreneur is someone who has been through more failure than success, and has had to question one's vision and motives. And I’ve had that moment many, many times.

WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

As an Entrepreneur, what do you attribute your success to? Brian: Well that’s easy! Failure has always pushed me to be persistent in pursuit of my vision. It is only through persistence that success - whatever that might look like to you - can be achieved. Let's talk about your company "CENTRED". What value proposition does CENTRED offer its end users, and who is your target market? Brian: CENTRED gives people the ability to live and travel well. Simply put, we’re your wellness concierge for travel. In being a wellness-focused company, and offering wellness experiences in over 200 cities around the world, CENTRED is perfectly positioned to help people keep wellbeing at the core of their travels — physically, mentally, and emotionally. We began to focus on our globally HIPAA-compliant tele-health as a major offering, which allows people the ability to travel with peace of mind, knowing that they’re covered should they feel under the weather on their trip. This then expanded into the creation of our Safe Guest/Safe Host Program to reintroduce the element of safety and trust back into travel. This new program utilizes our HIPAA-compliant health declaration form, where traveler’s are able to schedule their PCR tests, save their negative results, and store proof of vaccination. In doing so, hotels, fitness studios, yoga studios, beauty salons, and restaurants worldwide, and fellow guests/customers, can rest assured that CENTRED members travel responsibly.

WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

To reward each guest for taking-up the initiative, CENTRED will gift up to $50 to all vaccinated travellers, or travellers with proof of a negative PCR test, as a way of saying thank you. CENTRED’s partner brands will also reward each traveller with an even greater discount when they show their health declaration form upon check-in at their destination. At the end of the day, we’ve stayed true to our core focus of driving value - and customers - to small businesses. Who is the target market of CENTRED? Brian: Our target markets are mindful Millennials, Gen X’ers, and Baby Boomers, each of whom have travel and wellness needs that can be fulfilled through the CENTRED app. What impact has the pandemic had on CENTRED and how have you navigated this? Brian: CENTRED is one of the only travel companies that both raised capital and launched a platform in the midst of a global pandemic. With the $1.5million raised, CENTRED was able to build up the tech needed (both an app and a website) so that travellers would have a seamless booking experience from home through airport to destination and back again. While the travel industry was devastatingly shut down, CENTRED found a way to thrive. As everyone moved to remote work, it allowed our team the ability to have virtual meetings with top executives that normally we would’ve had to chase for years. Many of these meetings turned into some of our greatest partnerships, and for that I’m truly grateful. The CENTRED team has worked around the clock to take advantage of this unique opportunity and exponentially grow our brand partnerships.

Thank you Brian for participating in this Q&A session, we wish you all the best? Brian: Thank you

WWW.THEBUSINESSANECDOTE.COM

JULY 2021

FEATURED INTERVIEW Photo taken by talented Natalie Roberson

Interviewed by Hubert Nomamiukor Photos provided by Christopher Puntureri

CHRISTOPHER PUNTURERI

CEO OF NACRE GROUP AND COO OF IRIDESCENT HOTELS Christopher Puntureri is a serial entrepreneur and a business leader in the hospitality and sports sector. He is the Co-founder and CEO of Nacre Group, a Hospitality support company that would provide support in IT, Task Force, Recruiting and Construction. Christopher is also the Co-founder and COO of Iridescent Hotels, a Hospitality Management company.

Lastly, he and his business partner, Raj Chauhan, Co-founded WeR Baseball, a company that supports the growth of youth players and involves analytics at a price that allows players from all corners of life to be involved no matter their wealth or lack thereof. In our interview with Christopher, we explore the origin stories of Nacre Group and Iridescent Hotels. Christopher also talks about the key challenges he has faced in his career within the hospitality sector. WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

Hello Christopher and thank you for participating in this interview. As the Cofounder of Iridescent Hotels and Nacre Group, please give us the origin story of how these companies were formed? Christopher: I met one of my business partners, Raj Chauhan, while working for NewcrestImage. I was the Regional Director of Ops & Sales while Raj was Director of IT. We had an instant connection and we wanted to develop a Hospitality support company that would provide support in IT, Task Force, Recruiting and Construction. This was how Nacre Group was formed. I took on the role of CEO, while Raj became our CTO. Raj and I wanted to provide options that would be affordable to new Hotel Owners, while being transparent in our workings to give our Hospitality knowledge to them. In doing so, we were approached by Ash Patel, the CEO of Southwest Hospitality, about forming a 3rd Party Management arm that would provide the same focus that Nacre Group does in reference to providing affordable, transparent knowledge of the industry to new Hotel Owners. With the aim of helping new Hotel Owners understand the industry, as well as leave an option open for these Owners to manage their own assets in the future, if they so wished to, by learning from our knowledge and inner workings that we’d be sharing. This was how Iridescent Hotels was formed. I became the COO, Raj became the CTO, and Ash Patel became the CEO of Iridescent Hotels.

I always loved seeing the interaction between the hotel staff and the guests. I enjoyed observing people interaction, as I have a fascination with the different interactions you see on a day to day basis. There is never the same interactions, as so many people were raised differently, and in different backgrounds. So the interactions between staff and guest is quite interesting. What are the key challenges you have faced in your career within the hospitality sector? Christopher: I was subject to a Non-Compete clause with another Hospitality Company, when Raj and I were approached about forming Iridescent Hotels. I was unable to take part in any 3rd Party decisions until my Non-Compete was completed because of this formality. Due to my experienced with this Non-Compete clause, Iridescent Hotels does not require a NonCompete to be completed by our people when they are employed with us. We fully support the growth and advancement of our people, and if we’re unable to meet their expectations of growth and advancement we will welcome the opportunity for another company to provide such opportunities. What advice do you have for business leaders and entrepreneurs looking to work in the hospitality sector? Christopher: Find a business partnership that is similar to a marriage. You have to have complete trust that your partner is as committed to the growth of your shared business, and/or businesses, in order to be successful, and have peace of mind, day in and day out.

What initially attracted you to the hospitality sector? Christopher: I played tennis in High School and College, and when traveling, we would stay in different hotel. When I travelled with my parents, we stayed in IHG properties because my Dad was a Priority Club member, and in College we stayed at Hilton Hotels.

WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

Before we conclude the interview, please tell us a little bit more about Iridescent Hotels and its value proposition? Christopher: Iridescent Hotels is revolutionizing Hospitality Management with its catered approach to Owners. Our extensive experience operating hotels in a variety of market conditions across the United States, coupled with business intelligence technology, gives our owners complete access to their property. The Iridescent Hotels leadership team brings over a century of Hospitality Leadership to the table. Our relationships with the various hospitality brands along with our tailored sales strategies, are customized to maximize an asset’s true potential. Which is coupled with a unique approach to hotel operations that enables us to focus more on the guest experience and exceed expectations. Our goal is to delight our guests, associates, and stakeholders by driving a positive, enriching culture. Our development program accentuates our desire to develop and promote our associates from within, to become effective leaders in the industry, building fundamentals like, balancing sales top line revenue generation, with operational flexing to maximize NOI. Our complete package of third-party management services for hotel assets encompasses just about everything between informed asset management guidance (for new owners), to close oversight of day-today operations. Areas of expertise include Asset Management, Information Technology, Construction (including but not limited to Renovation, Mold Remediation, Audio/Visual or Security Updates), Operations, Sales & Marketing, Accounting, People & Culture, Food & Beverage (Full- and Select-Service), and Revenue Management.

Thank you Christopher for participating in this Q&A session. We wish you all the best. Christopher: Thank you.

WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

INTERVIEW WITH KATHRYN KONING F O U N D E R O F

S Q

C E O

H O S P I T A L I T Y ,

G L O B A L

S O F T W A R E

A P P L I C A T I O N S

S U R F E R Q U E S T

Hello Kathryn. Thank you for participating in

Therefore the Cafe side of this venture did not do

this Q&A Session. We would like to start by

well. I decided to take my technology on the

exploring your origin story. Please give us an

road.

overview of your background, career milestones, and how you got into

My first career milestone was when I took the

entrepreneurship?

machine into the Westin in Times Square and

Kathryn: I initially started in hospitality with my

utilizing my marketing background, I was able to

sights on the Restaurant sector, I had thought that was going to be my end goal. In 1998/1999 I became an accidental CEO and a serial entrepreneur when I opened a Cafe named Java Vista in State College, Pennsylvania across from Penn State University. It was constructed with a high edge tech, which in1999, was as much as

convince the GM at the time to test the computer out in his lobby for guests convenience. This was the birth of the business centre as it is known today and the start of my serial entrepreneurship. Since then, I have created other startups and

was available at that time.

grown them into successful companies. Starting

The issue became apparent during the first year,

to market with digital wayfinding to assist visitors

because I was offering computers with an algorithm that erased all of the information after each session for security and safety. The

with Wayfinding Pro and Flighttime TV, I was first in finding desired locations. I also started a non profit against human trafficking, named Darkness2Hope.org.

students thought I was part of the campus computer lab and brought in their own food and drinks instead of purchasing from my Cafe. WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

In 2005 my company was branded by CNN

What are the key challenges you have faced

as the modern day milk carton for creating a

in your career within the hospitality sector,

digital way to help release real time

and how did you navigate these?

information on abducted children in

Kathryn: In the early days back in 1998/1999,

collaboration with The National Centre for

it was rare to encounter women in technology,

Missing and Exploited Children (NCMEC).

it was a constant proving ground.

All of the work was donated to the NCMEC

Hospitality was the same, mostly male

but was paid in full when I received a call

dominated. It took strength and a lot of

from a mother thanking me for helping find

character to overcome this challenge. In

her child with our system.

today's world it is very common to see women

What initially attracted you to the

in leadership roles, excelling every day.

software and hospitality sector?

Watching women come up through the ranks Kathryn: People, I have always loved seeing

is a pleasure to see. I look forward to seeing

people happy. I have a passion for seeing

them push forward and create new

people reach their greatest potential and

opportunities for future generations to come

enjoy being a part of that journey. For me, helping others and seeing people enjoy themselves, is what being in hospitality is all about. Developing a

What advice do you have for aspiring entrepreneurs and business leaders looking to enter the software and hospitality sector?

software platform was a bit of a happy

Kathryn: There is so much that can be said

accident in the beginning that helped lead

here. Find what you are passionate about,

me deeper into hospitality.

never stop seeking new knowledge and be

"In the early days back in 1998/1999, it was rare to encounter women in technology, it was a constant proving ground."

patient. Hospitality is about being hospitable and welcoming people to your brand. You want guests to return, so you have to make them feel at ease, and offer the best of the best.

- Kathryn Koning WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

If it's about keeping guests safe and engaged

The overwhelmingly positive reception of our

while on property, then set your sights on

way of providing internet access through

educating your clients on what can be done to

secure channels inspired the adaptation of the

keep their information safe from being

product for hotels to offer this as an amenity

compromised while giving guests the ease of

for traveling guests and “road warriors' '.

use they come to expect. I decided to go to New York City and create Keep in close contact with your clients. Give

interest in the software, with that said I went

them the opportunity to express what they

to the Westin Times Square and compelled

like and don’t like about what you offer. Take

them to be the first adopter. When I was asked

their words to heart as they use your products

what the computer was for, I saw a man with a

every single day. Let them be your partner in

large black briefcase and replied " It's a

innovation and keep you and your services top

business centre for traveling professionals".

of mind. Remember, word of mouth, in this age

This was the birth of what is now known as the

of social media and being able to post

hotel business centre.

experiences instantly, can make or break you.

Before we conclude the interview, please

We would like to talk about your company

tell us what the value proposition and

SQ Hospitality. What is the origin story

target market is of SQ Hospitality?

behind it?

Kathryn: The Team at SQ Hospitality pride

Kathryn: SQ Hospitality has been serving the hospitality industry for 21 years. We started out as an internet café located near Penn State’s University Park campus. Our algorithm was designed to completely wipe the computers after every user. However, it was

ourselves on making quality guest engagement technologies safe, secure, and affordable. It does not matter if the client is affiliated with a larger hotel chain, a boutique, or an independent, we serve them all with honour and individual care.

1999, so the students mistook the café as part

Thank you Kathryn for participating in this

of the campus itself and would spend hours on

Q&A session. We wish you all the best.

the PCs.

Kathryn: Thank you

WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

ARTICLE

The START Model™ for Business Leaders and Coaches Written by Dr. Jeffrey O. www.JeffreyO.com

Background The START Model™ is a goal-setting, problem-solving model that can be used by coaches and business leaders to solve problems, set goals, and achieve desired outcomes. Prior to the creation of the START Model™, the three top coaching models used by coaches worldwide to assist their clients were the GROW Model, the OSKAR Model, and the CLEAR Model. All three models utilize a similar framework, beginning with a review of the client’s goals, the client’s current reality, options for change, and the path forward. Dr. Jeffrey O, the creator of the START Model™, challenged the prevailing coaching models, finding them to be deficient. According to Dr. Jeffrey O, “The focus on conceptual reductionism rather than conceptual rationality has not served the coaching industry well.” The inherent flaw in the GROW, CLEAR, and OSKAR models is this: the models jump right into goal-setting before gaining clarity about the client’s current situation. Imagine a doctor discussing what medication to administer to a patient without first asking the patient about their symptoms!” The GROW, CLEAR, and OSKAR models emphasize goal-setting but do not prioritize the setting of deadlines for achieving the goals. They begin with goals before delving into the client’s current situation, when they should do exactly the opposite.

How the START Coaching Model works The START Model™ has five stages 1) Situation 2) Timeline 3) Actions 4) Results 5) Tracking. SITUATION (STAGE 1) Stage 1A- Current Situation. This is the client’s current situation. This includes their work or personal context. What is going on with the client, and what are the client’s skills, strengths, and competencies? What situation do they want to change? What issue/s are they are dealing with? Stage 1B – Desired Situation. This is the client’s desired situation. What are the client’s goals and aspirations? What does the client want to achieve? What change/s or results does the client want to achieve?

TIMELINE (STAGE 2) Stage 2 – Timeline. When will the client achieve the desired change or result? During this stage, the coach and client collaborate to establish a realistic, and specific, timeline for achieving the desired goal.

WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

ACTIONS (STAGE 3) Stage 3 – Actions. What action steps will the client take to achieve the desired change? During this stage, the coach works with the client on pathways to change, and the client commits to change actions. What actions will the client take to change their current situation and get to the desired situation? What resources (intrinsic and extrinsic) will the client need to achieve the desired change? Actions need to be realistic and specific RESULTS (STAGE 4)

During this stage, the coach works with the client to compare the results achieved by the client with the goals set in the first stage. The coach also reviews the timing of goal achievement. Were the specific actions agreed upon in the first stage taken? If yes, were the actions taken timely? What actions were omitted or are outstanding? What is the client’s commitment to follow-up on actionable items? What is the timing for accomplishing pending items? Sub-Models of the START Coaching Model

Sub-models of the START Coaching Model include START1, Start+ and Startx, each of which is summarized below. Each sub-model is tailored to work for specific situations and clients.

Stage 4 – Results. START1 What results did the client achieve? During this stage, the coach works with the client to review the results achieved by the client. During this stage the timing of results achievement is NOT discussed. For example, the coach will not bring up the fact that a desired outcome was not achieved during a timeframe that was agreed upon. During the results session or sessions, the coach will focus on only the results achieved by the client, and not the time element.

START1 (START One) is a variation of the START Model™ that is linear in nature. START1 focuses on only one issue that the client needs to work on. It establishes only one action that the client needs to take. START1 allows the coach to “cut to the chase” when working with clients who know exactly what they want. Such clients have a clear definition of their current situation and their desired situation.

TRACKING (STAGE 5) Stage 5 – Tracking. How do the results achieved compare with the client’s goals? Is client on track, on-time?

WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

Unique feature: Establishes only one goal and only one action that needs to be taken to achieve the goal. Coach’s Approach: The exploratory process is short. The coach uses effective questions to quickly determine the client’s needs. The coach then uses exercises to ensure accountability. START1 is ideal for clients who have undergone coaching in the past and understand how coaching works. It also works well when the client is seeking rapid change or has a narrow window to achieve the desired transformation. START+ START+ (START PLUS) is a variation of the START Model™ that is omni-dimensional in nature. START+ allows the coach and client to work on multiple issues during the coaching cycle. START+ provides the coach and client with the flexibility to adjust timelines (extending or truncating as needed), adjust goals as the client’s situation changes, and adjust required actions. The fluidity of START+ makes it ideal for long-term coaching engagements. START+ is well-suited to clients who are focused on long-term rather than short-term goals. Unique feature: Flexibility – coach and client are able to modify actions, timelines, and desired results as needed. Approach: The coach allows the coaching process to evolve organically. The coach is more listener than talker. The client gives full power to the client and allows the client to lead the journey to new learning. Time deadlines (as denoted by the first T in START) are deemphasized.

WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE

STARTx STARTx is a variation of the START Model™ that is recommended for clients when there is a lack of clarity around the current situation, and/or the desired situation. X represents the unknown situation/s. Some coaches assume erroneously that clients who enter coaching know exactly what they want, what they do not want, and where they want to be. The reality is far different. Some coaching clients are challenged in explaining their current situation effectively, or struggle to explain what change or results they desire. STARTx is ideal for challenging coaching situations when the client: A) is withholding information or not sharing enough information B) Cannot provide sufficient clarity regarding their current situation, even after repeat inquiries by the coach C) Cannot provide sufficient clarity regarding their desired situation. The lack of clarity may be driven by poor communication on the client’s part, psychological or sociocultural barriers on the client’s part, or may reflect the coach’s failure to ask evocative questions. Coaches will find the STARTx to be the most tasking variation of the START Model™ . They will also find it to be highly rewarding.

STARTx - Unique feature: The Current Situation/Desired Situation (as denoted by the S in START) is emphasized. STARTx is suitable for seasoned coaches who are willing to work with clients for the longterm. Coaches using STARTx should not expect quick results, but results achieved with STARTx will be sustainable. A minimum of three coaching sessions should be dedicated to stage one (Current Situation/Desired Situation). STARTx - Approach: Using evocative questioning, the coach works with the client to uncover the current situation of the client and then the desired situation. The questions elicit the interiority of the client and their lifeworld. Using scaling, the coach helps the client determine what issues/goals need to be prioritized and then helps the client set timelines for goal achievement.

WWW.THEBUSINESSANECDOTE.COM

THE BUSINESS ANECDOTE