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Values and Success

Our Values define who we are!

“Values aren’t buses… They’re not supposed to get you anywhere. They’re supposed to define who you are.” – Jennifer Cruise

When we know what our values are, we can make decisions far easier as Roy Disney stated: “It’s not hard to make decisions when you know what your values are.”

But what are your values?

A dear friend of mine Paul Ter Wal once explained to me that the journey to discover your core values is a crucial and important journey for individuals and companies. He has developed a system to assist companies with this and I would encourage you to connect with him via the link below.

But let’s focus on you and your values.

Download the PDF provided at the link in the description now.

Now note on the downloaded list 10 values that are most important to you.

Remove 5 of the values to only have 5 left.

5 are still too many remove 2 more.

3 is a crowd so remove 1 more.

Now that you are left with 2 ask yourself if someone put a gun to your head and instructed you to let one of the values go which one would it be?

That was an emotionally painful step correct, was it not?

When you behave contrary to your values you have this underlying emotional pain in your subconscious and that drains your energy without you even realising.

For your own sanity and success, you need to spend time and consider how you live out your core value.

Clarity on this will automatically give you a greater sense of purpose.

This greater sense of purpose will automatically generate more engagement in your daily activities.

When you are engaged you will ultimately experience success.

President Eisenhower knew that the fact that we have things is far less important than that we know and honour our values.

“A people that values its privileges above its principles soon loses both”. – Dwight D. Eisenhower

Let’s do as Paul Ter Wal encourages us to do. Set aside time to search for our true core values that determine who we are and start living according to them.

May your life be a testimony to your core values.

Executive Coaching

Written by Rejoyce Ikuambi

What is executive coaching?

Executive coaching is assisting top executives, managers and other identified leaders to perform,learn,stay healthy and balanced and effectively guide their teams to successfully reach desired goals and exceed individual and corporate expectations. This is done through:

  1. Helping an executive efficiently innovate and adapt their leadership style to meet big organizational changes such as those required by mergers and acquisitions.
  2. Paving the way for a smooth individual career transition – e.g., ensuring rapid acquisition of general leadership skill sets required to move from being a manager to an executive.
  3. Teaching specific new awareness and skills – such as those required because of increased visibility.
  4. Resolving specific problems – remediation (minimizing or repairing damage caused by discrete dysfunctional behavior(s) that create obstacles for personal, team, or corporate best performance).

How exactly does it work?

Executive coaching is always:

  •  One-on-one
  • Relationship-based
  • Highly tailored to the individual clients’ business environment and need(s)
  • Characterized by first defining opportunities for growth – a process accomplished via interview(s), survey instruments, or any of a host of other assessment tools such as the 360 degree assessment, Myers Briggs Personality Test Inventory, Personality and Values Questioning as well as the Thomas Kilmer Conflict Inventory
  • Defined, in a goal-oriented fashion, with a structured plan formally contracted in writing
  • Employ a variety of approaches and techniques
  • Conducted through a series of focused sessions that occur over time (typically 6 to 12 months)
  • Conducted by a professional, preferably external to the organization, whose primary role is coaching
  • Ultimately optimize the clients’ performance so that they can deliver and/or surpass their organizational goals
  • Include follow-through
  • Include accountability
  • Equip the client with lasting heightened awareness and the skills to continue to self-develop

Coaching vs mentoring

People often make the mistake of using coaching and mentoring interchangeably. There is however, a big difference between the two. Mentoring tends to be for a long period of time (can run over decades) and involves learning from someone that is in the sector and that has “been there, done that” that is not the case with executive coaching. Coaching is shorter and within a defined term for example an hour a week for 2 years and a coach is usually someone who is not within the organization and the meetings are usually structured and focus on specific development and leadership issues. Mentoring focuses on career and personal development whereas mentoring focuses more on development in a certain area of an individual’s life.

Who is executive coaching for?

Executive coaching is for people who want to:

-Improve self-confidence

-Strike a better work-life balance

-Open up new career opportunities

-Become a more effective leader

What are the benefits of Executive Coaching?

  • Increased self-awareness
  • Increased self-regulation
  • Greater empathy and emotional intelligence
  • Flexible thinking replacing rigid thinking
  • Higher levels of motivation
  • More effective leadership

These benefits may carry over into the client’s personal life as well.

What improvements can you expect from executive coaching?

The nature of coaching, allows the client not only to develop goals but also to stick to and follow through with goals because the coach will devise a way in which progress towards goals can be measured. Enhanced ability to communicate, a coach works with you to find ways to improve how you convey what is important to you, to the business and to others. And lastly, you can expect better understanding of others because a coach helps you understand why others might think and act the way they do. You’ll learn about actions you can take to help them or to focus them in a direction that is better for the organization. Greater self- and contextual-awareness, coaching is about you and where you work. You will gain insight about yourself as a leader within your organization.

Organizational benefits to having executive coaching

  • Higher productivity
  • Better retention
  • Lower costs
  • Better working relationships
  • Better turnovers

 If you are ready to invest in yourself, coaching offers a tailored, focused way to connect your leadership development with your day-to-day work demands.

Staff Placement Grid

If you are one of the Lucky people that has completed the PVQ and have the extended report please click on image below and download to use it to place your staff and gain insight into the match of your preference and the style your followers would need. If this is of interest to you enroll in our ICOPE Leadership Development program or the online training aimed at assisting in growing your personal insight via the Psytech Assessment.

Impostor Syndrome

Compiled by: Chelsi Nehoya


Have you ever felt like all your accomplishments are based on pure luck and nothing else? How about feeling like a total liar at the thought of being exposed as a fake? What about all the compliments given for your hard work? They refuse to sink in right? Well fear not, you are simply suffering from Imposter Syndrome.

Impostor Syndrome, which was introduced by Dr. Pauline R. Clance and Dr. Suzanne A. Imes (1978) is a pattern of behaviour in which people doubt their accomplishments and have a constant fear of being unmasked as a fraud. This is somewhat weird especially for extremely successful people.

Surprisingly, Clance (2013) experienced Impostor Syndrome when she was in graduate school. Like every other student, this feeling occurred before an important examination with the fear of failing. This led her to focus mainly on the things she did not know rather than what she did. Since this behaviour was not recognised the way it is today, her friends did not understand her struggle. As a result, she kept her worries to herself. She thought the feeling of being incompetent was related to her educational background but she had a good academic status. So what was the issue? Things became clearer when she started teaching at an arts college. Students would come to her for counselling and express the same fear even though they had good grades and recommendations. After these events, that is when Clance and Imes came up with the term Impostor Syndrome and wrote a paper about it.

In spite of evidence that proves their capabilities, those suffering from Impostor Syndrome continue to perceive themselves as fraudsters and believe that they are not worthy of all they have attained (Sakulku & Alexander, 2011). Clance and Imes (1978) believe that factors such as gender stereotypes, culture and attribution styles are causes for this behaviour.

Furthermore, Clance (1985) stated that people with Impostor Syndrome give credit to external factors such as luck or good timing for their success…..all the time! It hardly turns into a ‘’I knew I could do it’’ moment which is very disappointing. To make things worse, Impostor Syndrome happens in various settings for example relationships, where people feel like they do not meet the expectations of others (Harvey & Katz, 1985).

Early research centred mainly on the idea that Impostor Syndrome was dominant amongst high-achieving women but as of late, it is known to affect both women and men equally (Lebowitz, 2016).

Dr. Valerie Young (2011) came up with the following subgroups:
• The Perfectionist: sets extremely high goals for themselves and when they fail, they suffer from insecurities.
• The Superwoman/man: are convinced that they are the fake ones amongst their colleagues. As a result, they work hard to stay on the same level as others.
• The Natural Genius: base their abilities on ease and speed instead of their efforts. The longer it takes to become skilled at something, the more incompetent they feel.
• The Soloist: refuse to ask for assistance in order to prove their worth.
• The Expert: focus on ‘’what’’ and ‘’how much’’ they know or can do. They try to be acquainted with everything to avoid looking inexperienced.
No matter which profile you fit in, remember you are not alone. Up to 70% of people experience Impostor Syndrome at some point in their life (Gravois, 2007).

Those that are affected have a high price to be pay which can be very draining. For starters, Arlin Cuncic (2019) noted that you work harder than necessary to ensure that nobody exposes you as being a fake. Furthermore, people avoid talking about this and end up suffering alone.

Researcher Queena Hoang (2013) stated that attributing your success to your own efforts can lower the feelings of being a fraud.
Harvey and Katz (1985) provided more tips on overcoming Impostor Syndrome which includes:
• Making a list of your impostor feelings and working on them
• Breaking down tasks that are discouraging into smaller parts
• Learning to be in control of situations
• Being your own person
• Accepting compliments given for your work
• Talking to others who can provide you with the support you need
If you are a victim of this feeling, it would be best to identify what type of impostor you are in order to overcome your problem appropriately. Instead of letting this ruin your chances of exploring new potential areas, start by appreciating your capabilities as they are well deserved.

Clance, P. R. (1985). The Impostor Phenomenon: Overcoming the Fear That Haunts Your Success. Atlanta, GA: Peachtree.
Clance, P. R. (2013). Impostor Phenomenon. Retrieved from
Clance, P.R., & Imes, S. A. (1978). The impostor phenomenon in high achieving women: Dynamics and therapeutic intervention. Psychotherapy: Theory, Research, and Practice, 15(3), 241-247.
Cuncic, A. (2019). The Link Between Imposter Syndrome and Social Anxiety Disorder. Retrieved from
Gravois, J. (2007). You’re Not Fooling Anyone. The Chronicle of Higher Education 54(11Nov), (ERIC Document Reproduction Service No. EJ782339). Retrieved’re-Not-Fooling-Anyone/28069
Harvey, J. C., & Katz, C. (1985). If I’m so successful, why do I feel like a fake?: The impostor phenomenon. New York, NY: St. Martin’s Press.
Hoang, Q. (2013). “The Impostor Phenomenon: Overcoming Internalized Barriers and Recognizing Achievements”. The Vermont Connection. 34(6). Retrieved from
Lebowitz, S. (2016). Men are suffering from a psychological phenomenon that can undermine their success, but they’re too ashamed to talk about it. Retrieved from
Sakulku, J., & Alexander, J. (2011). The Impostor Phenomenon. International Journal of Behavioural Science 6(1), 73-92.
Young, V. (2011). The Secret Thoughts of Successful Women: Why capable People Suffer from the Impostor Syndrome and How to Thrive in Spite of it. New York: Crown Business.

The Chameleon effect

The Chameleon effect: Are you a doer or a target?

compiled by: Chelsi Nehoya

Image result for chameleon effect

Have you ever found yourself imitating the postures, facial expressions or sounds of someone else during social interactions? Believe it or not, it is quite normal to do that and there is even a term for it, the chameleon effect.

It was introduced by John Bargh and Tanya Chartrand who state that such actions are not deliberate or intentional, but rather to match with that of others in the same social circle (Chartrand & Bargh, 1999). Furthermore, the chameleon effect relates to people who get along and as a result, increases the chance of likeability between people. In such a case, one notices that such people tend to behave in a similar way which makes the interaction process that much easier.

Bargh and Chartrand conducted experiments to examine the chameleon effect. Their focus was to determine whether people unconsciously copy each other even if they are strangers and if this increases their likeability (, 2019).

The Experiment

In the first experiment, the researchers asked 78 individuals to have a one-on-one discussion with them. Each researcher made different gestures where one would smile more than the other and one did more foot waggling than the other (, 2019).

To determine whether certain gestures affect the interaction between the researchers and participants, the participants took part in a second experiment. Once again, the participants had a conversation with a researcher. With one half of the participants, the researchers remained neutral and relaxed. With the other half, the researchers copied the movements of the participants such as crossing their legs. They were then asked to rate on a scale of 1 – 9 how much they liked the researcher (, 2019).

In the third experiment, 55 participants completed a perspective-taking questionnaire, which is the extent to which people are open to others’ perspectives, together with a measure of empathy. Participants sat opposite a researcher, who mimicked the behaviour of participants just like in the first experiment (, 2019).

Results of Experiment

In the first study, the results concluded that the participants copied the researcher who was more of a stranger to them, as opposed to the researcher that actually copied their behaviour (, 2019).

In the second experiment, the participants who were being imitated rated their researcher as more pleasant with better interaction. This meant that mimicking indeed increase the liking of the researcher. On the other hand, the researcher who did not mimick was rated slightly less likeable (, 2019).

In the third experiment, the researchers concluded that participants who were open to other people’s ideas mimicked more compared to those who were not. In relation to empathy, people’s empathic nature did not determine the rate of mimicry (, 2019).

To conclude the experiment, people find others likeable who naturally copy their actions (, 2019).

On the contrary, Fader (2018) states that the chameleon effect has two types of behaviour: intentional mimicking and unconscious mimicking. Fader (2018) continues by saying that people avoid forming relationships with others when they notice they are being imitated. One can even say it seems rude especially when it is done by a stranger that is why timing is important. It should appear natural instead of intentional.


Chartrand, T.L. & Bargh, J.A. (1999). The chameleon effect: the perception-behaviour link and social interaction. Journal of Personality and Social Psychology. 76(6), 893-910. (2019). Chameleon Effect. Retrieved from, S. (2018). What Is The Chameleon Effect And Is It Real? Retrieved from