Sharpist

Behavior change happens where pattern recognition meets empathy. 2 powerful releases at this intersection. 1️⃣ Memory Vault. Our AI coach now expands its own memory with every session: the goals you set, the patterns you named, the decisions you made. The result is coaching that compounds: a personal knowledge base that surfaces blind spots and unique traits you'd never spot in a single session. 2️⃣ A new home screen that picks up where you left off. It adapts to your progress and continues the journey at the right moment. Learners who work with the AI coach already show 3x the engagement and behavior change of those who don't. This new entry point will accelerate that even further. 📲 DM me for a trial.

Cute ist das neue cool! Letztens habe ich beim Laufen für mich herausgefunden, dass ich “from a place of Care” führen möchte — danke KI-Coach 🤝💙 (Ja, ich hab’ Coaching während ich auf dem Tempelhofer-Feld rumjogge 🏃.) Passt also super, erst mal ein Capybara anzulächeln, bevor die ich ein Arbeitszeugnis unterschreibe. Danke Liwei Zhao 😇

Wir müssen über Feedback reden. Alle paar Wochenenden berichten mir Freund:innen von der Ignoranz ihrer Vorgesetzten. Und davon, wie sehr das an ihrer Motivation und Produktivität zehrt. Kein Feedback. Oder Feedback von Führungskräften, die es nie gelernt haben. Immer öfter AI-Slop. Peer-Feedback? Praktisch nicht existent. Als Psychologie-Student dachte ich immer, das können alle. Ist aber nicht so. In vielen Unternehmen sind Review- und Feedback-Zyklen längst Alltag. Die Umsetzung hakt trotzdem. Führungskräfte und Mitarbeitende gehen unvorbereitet in Gespräche, werden defensiv und kommen ohne konkrete Lösung raus. Das demotiviert. Und verunsichert. Auf unserem letzten Offsite hat Liwei Zhao mit unserem Führungsteam ein richtig starkes Peer-Feedback durchgeführt. 4 Simple Fragen: 1. What is one thing makes me really enjoy working with you? 2. What is one thing, if changed, would make our collaboration more effective? 3. The #1 way, in which you are already living our constitution exceptionally well? 4. The #1 development area I see for you to live our constitution as a leader? (Ja, wir haben auch eine Leadership Constitution.) Wir wollen gemeinsam besser werden. Der wichtigste "Nebeneffekt": Feedback schafft Vertrauen, denn idealerweise fühlen sich Feedbackgerber:in und -Nehmer:in gehört. Klar bereiten wir alle unsere Feedbacks und schwierigen Gespräche mit AI vor, führen müssen wir sie –– zum Glück –– noch selbst.

First day back from vacation. In past years, shifting my brain 100% back into operator mode was a challenge. This time, I did a 20 min session with my AI coach before the first day back: align priorities, and make sure my first week back wouldn't just be catch-up. One simple prompt: "Check all my Sharpist action items and guide me to start the week with what matters most." What stuck with me was this question by the coach: "When you imagine walking into the office tomorrow, what's the specific pull you're most likely to feel — the one that would drag you straight into grind mode?" The difference between a tool and a coach: Claude runs my daily prep and a few scheduled tasks in the background. Though, it would rather add to my backlog than help me work it off. Coaching clears the clutter so I come back with focus instead of noise. Back at it today. Different energy.

"This requires a lot of self-awareness." One of the most common objections I hear when HR practitioners hesitate to roll out coaching at scale. And it's fair. Setting a meaningful goal takes thought –– and a bit of courage: • Where do I even start? • How do I prioritize competing needs? • How do I turn a vague ambition into something concrete? That's exactly what our AI goals assistant is built for. It understands the context of your organization, so every learner starts their coaching journey from a crisp, targeted, relevant objective. Self-awareness isn't the prerequisite for coaching. It's the outcome. 💙

Most people read "AI coach" and think chatbot. They're missing the real shift happening in L&D. Traditionally, coaching is seen as: • A tool to fix weaknesses • A highly individualized development initiative • A solution to ensure training transfer into day-to-day work Rarely as a catalyst for business transformation. Two reasons why: 1. Coaching is expensive 2. Coaching impact is intangible, hard to quantify AI changes the game: • Hybrid coaching marries empathy with implementation at scale • Sessions become data –– handled well, a "seismograph" on culture (not my words, but Daniel Stevens') I spent 45 minutes with Denise Städele and Tina Langosch (Carthago Reisemobilbau GmbH) and Daniel Stevens (TSR Group GmbH & Co. KG) exploring what this looks like in practice; not someday, today.