Published: Dec. 5, 2025
Transcript:
“When You’ve Stopped Growing with Your Executive Coach” explores the potential pitfalls of a coaching relationship that extends beyond its initial purpose, specifically addressing the scenario where an executive has successfully achieved a previously defined goal, leaving them feeling directionless and questioning the continued value of ongoing support. The author introduces the situation through a narrative of a client who successfully attained partnership within his firm, highlighting a critical tension within executive coaching – the inherent risk of coaching becoming an end in itself, rather than a mechanism for continuous exploration and adaptation. The author implies that the coach’s role should evolve from a tactical facilitator to a more supportive, strategic partner, guiding the executive towards not just continual success but also a deeper understanding of their own capabilities and ambitions.
“Research: LLMs Respond Differently in English and Chinese” examines the critical divergence in responses exhibited by Large Language Models (LLMs) when prompted in English versus Chinese, highlighting a significant oversight in the scaling of generative AI adoption. The authors posit that LLMs, trained predominantly on English language data, develop a distinctly English-centric worldview and cognitive framework, leading to substantially varied responses when tasked with generating content in Chinese. The research establishes that the differences stem from the deep-seated distinctions in linguistic structures, including word order, grammatical complexity, and the degree of ambiguity tolerated by each language. The authors argue that simply scaling up the size of a model trained primarily on English data will not adequately address the potential for cultural bias and divergence in responses when deployed in different linguistic contexts.