Arevita360^™

PEAK EXCELLENCE. WHOLE SELF.

PERSONAL REPORT PREPARED FOR

Sarah Chen

Arevita Demo

ASSESSMENT DATE

August 11, 2026

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YOUR REPORT

What you'll find inside.

Your Arevita 360 Report is designed to move from insight to action. Start with your Story, move through your data at your own pace and use the Continue / Stop / Start commitment at the beginning of each phase of your Action Plan.

YOUR STORY

A Snapshot of Your Story

How your practices show up in your leadership: what is working, what may be worth growing and what may be a blind spot.

YOUR DATA

Executive Snapshot

Your composite score and pillar bands.

The Arevita 360° Wheel

Your 360° view across eight dimensions.

Your Pillar Debriefs

Strengths, Growth Opportunities, Focus Areas.

Your Eight Pillars

Deep dive on each dimension, ordered from your strongest to your growth zone.

YOUR PATTERN

Energizers & Drainers

What fuels you. What depletes you.

Leadership Strategies

Three personalized strategies for effectiveness.

Stepping Outside Your Comfort Zone

Where your growth begins.

Your Pattern at Your Table

How your pattern shows up with your team.

YOUR PLAN

30 / 60 / 90–day Action Plan

Your specific, research-anchored commitments. Each phase begins with your own Continue / Stop / Start.

Continuing Momentum (WOOP)

Your next 90 days, authored by you.

Your Quick Reference

One page for your desk. Bring it to your coaching conversations.

SAMPLE ASSESSMENT REPORT

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A SNAPSHOT OF YOUR STORY

How your practices are showing up in your leadership.

Prepared for Sarah Chen at Arevita Demo.

WHAT IS WORKING

You have built something that most leaders talk about and few sustain. Your scores are consistent across most pillars, which is what integrated practice looks like in the data. There is no single pillar carrying the rest of the picture. There is no dramatic weakness the report has to protect you from. For your team, this shows up as leadership they can predict. For your career, it shows up as durability across every kind of season. For your organization, it shows up as the calm, integrated capability that gets asked to take on the harder problems. This is your through-line, and it is worth naming clearly.

KEY STRATEGIES TO CONSIDER

Given your assessment findings, you may want to pay attention to these key strategies:

Mental. Current stress feels manageable
Mental. Daily stress-management practices are in place
Spiritual. Values and calendar are in strong alignment
Spiritual. Working on something exciting that uses your strengths most weeks

WHERE GROWTH WOULD SERVE YOU

Your growth zone identifies the one or two pillars where the compounding has slowed. These are not crisis areas. They are precision areas. When the rest of the picture is strong, deliberate work on a specific pillar can produce disproportionate returns. Choose one, work on it with the same rigor you have brought to the practices in your strength band, and you will see the effect within one 90-day cycle.

SAMPLE ASSESSMENT REPORT

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A SNAPSHOT OF YOUR STORY, CONTINUED

KEY STRATEGIES TO CONSIDER

Given your assessment findings, you may want to pay attention to these key strategies:

Physical. Some colorful, plant-based foods; range is limited
Physical. Time for physical practices is sometimes protected, sometimes not
Emotional. Notice emotional shifts sometimes; response varies
Emotional. Small frustrations sometimes land bigger than they should

BLIND SPOTS TO WATCH

Your Focus Area — if you have one — is the single most productive place to spend the next 90 days. When most of your pillars are integrated and one is not, targeted work on that one pillar tends to move the whole picture. This is where your action plan concentrates, and where your composite will move most.

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SECTION 02

A 360° View of Your Assessment.

Your Executive Snapshot, your Wheel and your three band Debriefs. This section is what your assessment says. Take it in without rushing to interpret. The pages that follow will help you make meaning.

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EXECUTIVE SNAPSHOT

Your assessment at a glance

COMPOSITE SCORE

73%

487 of 670 possible

134 core items · 8 evidence-based dimensions · Individual pillar scores: 57% to 87%

KEY STRENGTHS

Habits and behaviors where you are already strong. Continue them and let them inform how you approach areas where you'd like to grow.

Spiritual87%

Mental84%

GROWTH OPPORTUNITIES

Areas where you see the value and may have started the work. Small, consistent effort here would meaningfully boost your overall wellness and leadership.

Leader Behaviors76%

Physical72%

Leadership Impact68%

Social65%

FOCUS AREAS

Areas where the evidence-based value is real but the impact may not yet be clear. Small, specific actions will compound over time.

Environmental63%

Emotional57%

WHAT THIS PATTERN TELLS US

Your consistency tells a story — one of a steady, well-integrated practice across the domains of leadership and wellness. This is what compounded, sustained effort looks like in an assessment.

Your growth zone highlights the one or two pillars where the compounding has slowed. These are not crisis areas; they are precision areas. Small, specific work here is what moves your composite from good to distinctive.

Your Focus Area — if you have one — is the single most productive place to spend the next 90 days. When the rest of the picture is strong, targeted work on the weakest pillar produces disproportionate returns. The Action Plan that follows is written to leverage that.

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YOUR WHEEL AT A GLANCE

The Arevita 360° Wheel

Each spoke is one of the eight evidence-based dimensions of executive wellness and leadership effectiveness. The longer each spoke, the stronger that dimension. The wheel turns most smoothly when no single spoke is meaningfully shorter than the rest.

BY PILLAR · PERCENT SCORE

Physical

72%

Mental

84%

Spiritual

87%

Emotional

57%

Social

65%

Environmental

63%

Leader Behaviors

76%

Leadership Impact

68%

Key Strength · 80%+ Growth Opportunity · 65–79% Focus Area · below 65%

YOUR CORE COMPOSITE · 73% · 487 of 670 possible across 134 items

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KEY STRENGTHS DEBRIEF

Where you are already strong

WHAT THIS BAND MEANS

These are the pillars where your habits and behaviors are working. Continue them. Let them inform your approach in areas where you would like to grow. Strength here also creates visible impact on the people closest to you, whether or not you name it.

Spiritual 87% · 48/55

Meaning, purpose and values alignment are functioning as your operating system. This is what pulls you back when the work is heavy.

Next move: Continue. Name your top two values explicitly on your calendar this quarter, and let one decision each week be measured against them.

Mental 84% · 71/85

Focus, decision quality and cognitive stamina are all intact. You are protecting the mental space that leadership requires.

Next move: Continue. Use one weekly block of protected strategic time to zoom out to a question only you can answer for your team’s next quarter.

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GROWTH OPPORTUNITIES DEBRIEF

Where small, consistent work compounds

WHAT THIS BAND MEANS

These are the pillars where you likely see the value and may have already begun the work. The gap is usually bandwidth, knowledge of the impact or sustained focus. Small, consistent effort here would meaningfully shift your overall wellness and your leadership. The data shows you have already made progress where you have given deliberate attention.

Leader Behaviors 76% · 103/135

The core behaviors are present. Delegation-for-development, developmental feedback and repair after rupture are where the growth lives.

Next move: Choose one direct report this quarter and design one stretch delegation that develops them. Follow up on what they learned, not just what got done.

Physical 72% · 101/140

Foundation is holding, but not consistently. Recovery is uneven, and the strain is beginning to show at the edges of the workday.

Next move: Choose one recovery practice — sleep, post-work wind-down, or protected weekly nature time — and shrink it until you can keep it 90% of the time. Small and consistent will out-perform ambitious and inconsistent.

Leadership Impact 68% · 68/100

You show up well in most moments. The ones you would revisit are the ones where fatigue got there first.

Next move: Protect strategic thinking time. Decline low-value work. Ask for help before crisis. These three practices are the CEO-time-use differentiators in the research.

Social 65% · 26/40

Social connection is intact but under-invested. Work relationships are healthy; outside-of-work depth is where the growth is.

Next move: One weekly candid conversation with someone outside of your work. Same person or rotating. No agenda. Forty-five minutes.

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FOCUS AREAS DEBRIEF

Where the leverage is

WHAT THIS BAND MEANS

These are the pillars where the evidence-based value is real, but the impact may not yet be clear to you. Small, specific actions here will compound. This is where the largest movement in your composite score, and in what your team and family experience of you, is most likely to come from over the next 90 days.

Environmental 63% · 47/75

Your environments are eroding the practices you have built elsewhere. Sleep, focus and recovery are all being affected.

Next move: Start with the bedroom. Light, temperature and screen presence. Small changes here shift downstream sleep quality within a week.

Emotional 57% · 23/40

Emotional regulation is running low. Reactivity, small resentments and low self-compassion are showing up in the data.

Next move: Start with the two-sentence end-of-day practice. Add a weekly gratitude ritual. These are among the most-replicated interventions in the emotional-wellness literature.

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SECTION 03

Your Eight Pillars.

The next eight pages walk through each of your dimensions in turn. They are ordered from your strongest to your growth zone: a reader's journey through your data. Notice what you already know. Notice what surprises you. Bring both into your next coaching conversation.

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Spiritual

KEY STRENGTH

YOUR SCORE

87%

RAW SCORE

48/55

WHAT THIS MEASURES

Your sense of meaning, purpose, values alignment and the practices of reflection and transcendence that give your work and life coherence beyond daily metrics.

WHY IT MATTERS

Meaning is the leadership variable that compounds over decades. A sense of purpose predicts reduced mortality independent of age, retirement status and other psychosocial factors¹. Meaning is the psychological load-bearing wall in extreme conditions², and it can be measured³. Brief regular experiences of wonder reduce inflammatory markers and increase prosocial behavior⁴⁵. This pillar is what separates leaders who keep going for the reasons that matter from leaders who eventually just keep going.

WHERE YOU ARE STRONG

Values and calendar are in strong alignment
Working on something exciting that uses your strengths most weeks
Weekly self-reflection practice in place
Regularly make time for activities that restore you
Regular practice for processing thoughts and feelings

WHERE YOU CAN GROW

What is not showing up that may be a red flag for you in this pillar?

FOCUS AREAS

What is not showing up that may be a red flag for you in this pillar?

AN OPPORTUNITY FOR REFLECTION

Which of your core values, if you named it out loud this week, would your calendar have to answer to?

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Mental

KEY STRENGTH

YOUR SCORE

84%

RAW SCORE

71/85

WHAT THIS MEASURES

The cognitive practices and capacities that sustain focus, decision quality, creativity, problem-solving and the strategic thinking that separates leaders navigating complexity from those reacting to it.

WHY IT MATTERS

Chronic stress activation degrades cardiovascular, immune and cognitive function⁶⁷, which is why this pillar cannot be optional for a leader. A meta-analysis of 47 randomized trials found mindfulness meditation produces stress-reduction effect sizes comparable to first-line pharmaceutical interventions⁸. Even one week of restricted sleep measurably impairs executive function⁹. Protected attention is what drives high-leverage output¹⁰. This pillar measures whether your cognitive reserves are there when the moment matters.

WHERE YOU ARE STRONG

Current stress feels manageable
Daily stress-management practices are in place
Recovery strategies work reliably after difficult moments
Able to fully unplug from work outside working hours
Regulated breathing or meditation is part of daily life

WHERE YOU CAN GROW

What is not showing up that may be a red flag for you in this pillar?

FOCUS AREAS

What is not showing up that may be a red flag for you in this pillar?

AN OPPORTUNITY FOR REFLECTION

If you protected one hour each week for focused thinking, movement or reflection, what strategic question on your calendar would benefit most?

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Leader Behaviors

GROWTH OPPORTUNITY

YOUR SCORE

76%

RAW SCORE

103/135

WHAT THIS MEASURES

The observable actions you take with and for your team — 1:1s, feedback, recognition, psychological safety, delegation, repair — that translate your personal wellness into team impact.

WHY IT MATTERS

Leader Behaviors is where your inner state becomes your team’s experience. Psychological safety is the single strongest predictor of team effectiveness across 180+ teams¹¹¹²¹³. Specific, timely feedback is what produces behavior change¹⁴¹⁵. The succession-development behaviors of delegation separate leaders whose teams grow from leaders whose teams stall¹⁶¹⁷. This pillar is where the work becomes visible.

WHERE YOU ARE STRONG

Regular activities and practices for professional growth
Team-provided food consistently includes nourishing options
Encourage team reflection as part of routine
Difficult conversations with team members are not avoided
Actively create opportunities for team emotional intelligence

WHERE YOU CAN GROW

Feedback happens but often only one side (developmental or affirming)
Share own growth areas occasionally
Development happens sometimes; often stays within the current role
Some commitments captured, others held in memory
Some team members growing into bigger roles; others plateauing

FOCUS AREAS

What is not showing up that may be a red flag for you in this pillar?

AN OPPORTUNITY FOR REFLECTION

Which delegation could you convert from assignment to genuine development this quarter?

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Physical

GROWTH OPPORTUNITY

YOUR SCORE

72%

RAW SCORE

101/140

WHAT THIS MEASURES

The foundational wellness practices that determine your daily energy, cognitive clarity and capacity to handle stress: sleep, nutrition, movement, hydration and recovery. This is the substrate underneath every other pillar.

WHY IT MATTERS

Physical reserves are the substrate of decision quality, emotional evenness and cognitive clarity. 150–300 minutes per week of moderate activity meaningfully protects executive function¹⁸, and 30–60 minutes per week of strength training alone reduces all-cause mortality 10–20%¹⁹. Sleep upstream drives cognition, mood and immune function²⁰. The 7–9 hour adult sleep consensus underpins next-day decision quality²¹. This pillar determines whether you arrive at each moment with something in reserve.

WHERE YOU ARE STRONG

Energy is consistent across the workday
Enough energy left for the things you enjoy off the clock
150+ minutes of weekly exercise consistently
Preventive health care is protected on the calendar
Diet includes vegetables, fruits and quality proteins most days

WHERE YOU CAN GROW

Some colorful, plant-based foods; range is limited
Time for physical practices is sometimes protected, sometimes not
Fermented foods appear occasionally
Omega-3 foods appear occasionally
Ultra-processed foods are moderate

FOCUS AREAS

What is not showing up that may be a red flag for you in this pillar?

AN OPPORTUNITY FOR REFLECTION

Which single recovery practice, if you protected it this week without exception, would most change how you feel?

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Leadership Impact

GROWTH OPPORTUNITY

YOUR SCORE

68%

RAW SCORE

68/100

WHAT THIS MEASURES

How your wellness practices show up in the moments that matter — high-stakes decisions, difficult conversations, presence under pressure — and whether the team you lead is experiencing your best or your most depleted self.

WHY IT MATTERS

Leadership Impact measures the downstream effect of everything upstream. Time discipline is the differentiator of executive effectiveness²². Protected strategic-thinking time is one of the few consistent differentiators of top-performing CEOs²³. There is a direct chain from state to cognition to decision²⁴⁹. Executive coaching produces moderate-to-large effects on performance, wellbeing and self-regulation²⁵. This is where the assessment becomes leadership.

WHERE YOU ARE STRONG

Daily habits are actively supporting holistic wellbeing
Intentional practices for showing up as your best self
Show up to high-stakes moments as your best self
Self-care holds even when stretched thin
Present in difficult conversations without becoming reactive

WHERE YOU CAN GROW

Sometimes slow down on high-stakes decisions
Some strategic thinking time; often reactive
Sometimes decline low-value requests, sometimes accept
Important decisions are sometimes made under fatigue
Some decisions under pressure hold up, others do not

FOCUS AREAS

What is not showing up that may be a red flag for you in this pillar?

AN OPPORTUNITY FOR REFLECTION

Which commitment on your upcoming calendar could you delegate to a team member to empower them to grow while giving you bandwidth for the work that is most important to you and your role?

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Social

GROWTH OPPORTUNITY

YOUR SCORE

65%

RAW SCORE

26/40

WHAT THIS MEASURES

The quality and depth of your close relationships, community belonging and interpersonal skill — the dimension Harvard’s 85-year longitudinal study identifies as the single strongest predictor of long-term wellbeing.

WHY IT MATTERS

Close-relationship quality at age 50 predicts physical and cognitive health at age 80 more reliably than cholesterol, wealth or fame²⁶²⁷. Social connection predicts mortality with an effect size comparable to quitting smoking²⁸. Listening quality is a measurable predictor of leader effectiveness²⁹. This is the pillar most executive assessments understate, and the one your future self will thank you for protecting today.

WHERE YOU ARE STRONG

Meaningful community outside of work and home
Listen to understand before responding in the conversations that matter

WHERE YOU CAN GROW

Occasionally feel lonely in a crowd
Some workplace relationships are supportive; investment is uneven
Personal relationships lose to work demands sometimes
Some supportive relationships outside work; investment is uneven
Someone to be honest with exists, but you rarely reach out

FOCUS AREAS

What is not showing up that may be a red flag for you in this pillar?

AN OPPORTUNITY FOR REFLECTION

Who could you be fully honest with about what is hard right now, and when will you reach out to them?

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Environmental

FOCUS AREA

YOUR SCORE

63%

RAW SCORE

47/75

WHAT THIS MEASURES

The spaces you spend significant time in — home, office, travel and the environments where you regularly live, work and transition — and whether they are set up to support your success across the other pillars.

WHY IT MATTERS

Environment is the cross-cutting enabler that either amplifies or undermines the practices you have built elsewhere. Visual clutter competes with attention at the neural level³⁰. Physical environments measurably shift cognitive load³¹. Evening light exposure delays melatonin onset³². Unstructured calendars carry real productivity consequences¹⁰. Your spaces are shaping decisions you may not even be aware you are making.

WHERE YOU ARE STRONG

Home environment supports healthy choices
Workspace supports focus, energy and self-care

WHERE YOU CAN GROW

Calendar sometimes reflects your priorities, often others’
Focus is possible but often interrupted
Sometimes plan the habit, sometimes wing it
Work environment is neutral or mixed at day’s end
Calendar partially protects energy and focus

FOCUS AREAS

What is not showing up that may be a red flag for you in this pillar?

AN OPPORTUNITY FOR REFLECTION

Which space that you currently spend time in is sabotaging your progress? What small change can you make to change this?

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Emotional

FOCUS AREA

YOUR SCORE

57%

RAW SCORE

23/40

WHAT THIS MEASURES

Your awareness of your own emotions and the emotions of others, and how you manage both. This pillar covers self-awareness and social awareness, plus the self-management and relationship-management practices — compassion, gratitude, empathy, repair — that determine your resilience under pressure and the consistency of who your team experiences.

WHY IT MATTERS

Emotional regulation is a leadership practice, not a soft skill. Awareness is the pre-condition for regulation, and cognitive reappraisal is consistently associated with better outcomes than suppression³³. Self-compassionate leaders recover faster from setbacks and, counter to popular intuition, hold themselves more accountable, not less³⁴³⁵. A regular gratitude practice reliably increases positive affect and life satisfaction³⁶. Your capacity here is what protects your presence when it is needed most.

WHERE YOU ARE STRONG

What is not showing up that may be a red flag for you in this pillar?

WHERE YOU CAN GROW

Notice emotional shifts sometimes; response varies
Small frustrations sometimes land bigger than they should
Sometimes let go of what is outside your control, sometimes not
Sometimes react to stress in ways later regretted
Sometimes self-compassionate, sometimes self-critical

FOCUS AREAS

Awareness of emotions and impact on others is under-developed

AN OPPORTUNITY FOR REFLECTION

What situations most often catch you reacting emotionally before you can choose how to respond, and what would your ideal response be?

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SECTION 04

Your Assessment in Action.

Your data has told you what is. The next pages move from what your assessment shows to what you do with it. The pattern you carry. The strategies that fit you. The 30 / 60 / 90 rhythm that turns insight into practice.

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ENERGIZERS & DRAINERS

What fuels you. What depletes you.

Every leader has patterns of what feeds their engagement and what depletes it. Your Arevita 360 pattern reveals yours. Notice these. Use them to shape how you spend your energy.

WHAT ENERGIZES YOU

A morning that follows the practice you have built
A quarter that ends with the outputs you planned for
A team performing at its integrated best
A conversation that lands the way you intended it to
Sustained focus on a problem that requires your full range
The rare stretch that pulls you into the growth-zone pillar
Feedback that reflects who you have become
A day where the leadership feels aligned with the person

WHAT DRAINS YOU

Reactive work that displaces the integrated rhythm
Meetings that pull you out of the flow you have designed
Political dynamics that ask you to leave your practice behind
The occasional stretch that reveals the growth-zone pillar
Feedback loops that stay in the middle rather than pushing the edges
Weeks where nothing challenges you to grow
The absence of a peer who leads the way you do

Your energizers are a signal of the integrated leadership you have built. When your calendar reflects more of these, the growth-zone pillar begins to build on its own — because the practice is well-designed for it.

Your drainers are the friction between the integrated pattern and the specific pillars still building. Naming them lets you design the next quarter to protect what is working while giving the growth pillar deliberate attention.

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LEADERSHIP STRATEGIES

Three strategies for your effectiveness.

These strategies are drawn from your pattern specifically. Each addresses a growth opportunity in your data and is designed to compound over time.

01

Choose the single lowest-scoring pillar and design a targeted 90-day intervention.

When most of your pattern is integrated, the highest-leverage move is precision work on the weakest pillar. Choose it. Design three specific, keepable commitments for the next 90 days. Measure the change at the end. This is where your composite moves most.

02

Consider one stretch practice that would take a strength to distinction.

Your strength band pillars are working, and one of them is likely capable of moving from strong to distinctive with a targeted stretch. Identify it. Consider what one practice — a coaching relationship, a public commitment, a specific project — would take it from a personal strength to a visible leadership signature.

03

Mentor another leader on the pattern you have built.

Your integrated pattern is a rare accomplishment, and the fastest way to consolidate it further is to teach it. Choose one leader — a peer, a direct report, someone outside your reporting structure — and offer to mentor them on one specific pillar you have built well. Teaching what you know is how you keep growing.

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STEPPING OUTSIDE YOUR COMFORT ZONE

Where your growth begins.

Your comfort zone is what you naturally do well and can rely on. It is protective. But over-relying on it can make it hard to step into growth areas. Here is what stepping outside might look like for you.

COMFORT ZONE · 75%+

Spiritual87%

Mental84%

Leader Behaviors76%

GROWTH ZONE · BELOW 75%

Physical72%

Leadership Impact68%

Social65%

Environmental63%

Emotional57%

WHAT STEPPING OUTSIDE LOOKS LIKE

Emotional (57%)

The next time you notice a small frustration landing bigger than it should, pause for ten seconds before you respond. Not to fix. Not to solve. Just to notice. That pause is the reappraisal muscle. It grows with use.

Environmental (63%)

Change one thing about your sleep space this weekend. Curtains, temperature, or where your phone charges overnight. One change. Sustained. Notice the difference within seven days.

Social (65%)

Text one person from outside of your work this week. Not to make plans. Just to say something small and true. Restart the muscle of maintaining connection when there is no crisis to organize it.

Leadership Impact (68%)

Say no to the next low-value meeting that does not require your presence. Explicitly. In writing. Not the sixth time it appears on your calendar. The next time. The world will not collapse.

Physical (72%)

Choose the recovery practice you have been telling yourself you will start “when things settle down.” Start it this week instead. The best data on physical wellness shows that consistency, not intensity, is what compounds over time.

Stepping outside your comfort zone does not mean living outside it. It means practicing being uncomfortable enough to grow the range of what you can call "natural" over time.

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YOUR PATTERN AT YOUR TABLE

How you show up with your team.

Your strengths do not just live within you. They shape how you show up alongside team members whose patterns are different from yours. Your pattern is a gift to some team members and can be a friction point with others. Here is what to notice.

Your Integrated Leadership Signature

You show up as the leader whose steadiness is a strength. Where it lands as strength: team members experience a leader they can predict. Trust builds because your behavior and values line up over time. Decision quality is high because the personal foundation is intact. Where to notice friction: predictability can be mistaken for a lack of urgency by team members who lead with intensity. When the moment calls for it, be willing to raise the volume — the steadiness reads more clearly when it is chosen, not just habitual.

Your Behavioral Consistency

You show up as a leader whose 1:1s, feedback and follow-through are reliable. Where it lands as strength: your team knows the rhythm of your leadership. They rely on it. This is a durable operating advantage. Where to notice friction: team members who have not built their own rhythms may over-rely on yours. Consider whether your consistency is helping them build their own, or letting them borrow yours indefinitely.

Your One Growth Pillar

Working with team members whose strength is your one growth zone. What to watch for: when a team member is stronger than you are in the single pillar you are working on, the impulse may be to defer or delegate rather than build alongside them. What to leverage: ask them how they built the practice. Borrow one specific element. Your integrated foundation gives you the runway to build this deliberately.

How Your Growth Zone May Show Up to Your Team

What your team may be picking up that you have not named. Even in an integrated pattern, the one pillar in growth is often the one your team can see most clearly. They may perceive it as a small inconsistency in an otherwise reliable picture — a decision made faster than usual, a conversation that landed differently, a piece of the leadership that felt off-signature. They may not name it. They may adjust around it. What to do with this: consider naming what you are working on. A short sentence such as “I am putting deliberate attention on X this quarter — tell me what you notice” invites your team into the growth alongside you and models the practice of naming one’s own edge.

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SECTION 05

Your Arevita 360 Action Plan.

From assessment to measurable movement in 30 / 60 / 90 Days.
The plan is anchored in the pattern your Focus Areas surface: The spaces around your sleep and rest and Emotional regulation under pressure.

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PHASE 01

DAYS 1–30 · FOUNDATION

RECOMMENDATIONS

Three small commitments. All keepable. Don't add anything else.

Days 1–30 are about creating the smallest reliable version of change. If any of these become hard to keep, shrink them; do not push through. The practice that compounds is the practice that does not break.

1.1

The three-minute end-of-day emotion review

What: At the close of each work day, write two sentences. Sentence one: the strongest emotion you noticed today and its specific trigger. Sentence two: how you responded, and how you wish you had. Use your phone notes, a paper journal, whatever tool sits closest to the end of your workday. This is not therapy and it is not judgment. Three minutes. Two sentences. Done. Do it Monday through Friday for four weeks.

Why it works. Awareness of the emotional response is the pre-condition for regulation³³. Cognitive reappraisal, the technique that most reliably outperforms suppression, becomes accessible only after the emotion has been named. For leaders, this practice is protective against the “silent processing” pattern that predicts reactivity and, over time, the emotional exhaustion that shows up in the burnout literature. The way you name the emotion — with compassion rather than criticism — is what determines whether the practice restores or depletes³⁴.

Goal: By day 14, you begin to catch the emotion earlier — at the trigger rather than after the response. By day 30, cognitive reappraisal becomes accessible in the moment. The reactivity items that surfaced at the assessment move by measurable amounts, and your team feels the difference.

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PHASE 01

DAYS 1–30 · FOUNDATION

RECOMMENDATIONS, CONTINUED

1.2

Optimize the bedroom for sleep.

What: One Saturday afternoon: remove the TV. Get blackout curtains. Set the thermostat to 65–68°F at night. Put a small light with a dim, warm bulb next to the bed for reading. Move the phone charger to another room.

Why it works. The sleep-hygiene literature is remarkably consistent: light, temperature, and screen presence are the three environmental variables with the largest effect on sleep architecture. Evening light exposure is a well-established driver³², and consensus guidelines synthesize the temperature findings²¹. The screen effect is a compounded issue: light exposure plus the cognitive activation of the device itself.

Goal: By day 21, sleep quality is noticeably better and the reverse-coded 'too tired' item begins to move.

1.3

Nightly gratitude practice — three specific things.

What: Before bed, write down three specific things from the day you are grateful for. Not 'my family' — 'my daughter's laugh when she showed me the drawing.' The specificity is what makes it work.

Why it works. Gratitude practices are one of the most reliably effective happiness interventions in the literature — with effect sizes larger than most pharmacological interventions and no side effects³⁶³⁷. Specificity matters: general gratitude wears out, specific gratitude keeps working.

Goal: By day 30, you notice yourself catching smaller moments during the day and mentally logging them for the evening list.

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PHASE 01

DAYS 1–30 · FOUNDATION

YOUR COMMITMENT · DAYS 1–30

Continue. Stop. Start.

You have seen the three recommendations. Now name what you are choosing for yourself for the next thirty days. The recommendations are your data speaking. These three lines are your voice.

CONTINUE

What practice already working for you will you protect through Days 1–30?

STOP

What habit or default will you release during this phase?

START

What one new practice will you begin in the next thirty days?

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PHASE 01

DAYS 1–30 · FOUNDATION

END OF PHASE 01 · REFLECT

What did you notice?

Before beginning Phase 02, capture what you noticed. These notes carry into your next coaching conversation.

01

Which of the three commitments has taken hold most easily? Which one has been the hardest to keep? What have you learned about yourself from the difference?

02

What has shifted in your daily energy or emotional evenness in the last 30 days that you can trace back to one of these commitments?

03

What have the people closest to you (a partner, a direct report, a candid friend) said about you unprompted during this phase?

04

If you had to name one commitment worth carrying deeper into Phase 02 exactly as it is, which is it and why?

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PHASE 01

DAYS 1–30 · FOUNDATION

END OF PHASE 01 · PAUSE AND REFLECT

Pause and Reflect.

Give yourself space to write freely. What has surfaced over the last thirty days that did not fit inside a numbered question? Capture it here.

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PHASE 02

DAYS 31–60 · DEEPENING

RECOMMENDATIONS

Add three practices only after Days 1–30 feel automatic.

Days 31–60 add depth to your Focus Areas and begin to move the through-line to your Leadership Impact. Do not add these until Phase 1 has been reliable for at least three consecutive weeks.

2.1

End-of-day, three-minute emotion review.

What: At the close of each workday, write two sentences in a notebook. First: the strongest emotion you noticed today and what triggered it. Second: how you responded — and how you wish you had. No self-judgment. Just data.

Why it works. Awareness of the emotional response is the precondition for regulation³³. Cognitive reappraisal is only accessible once the emotion has been named. Naming is where regulation begins.

Goal: By day 45, you catch yourself intervening at the trigger rather than at the aftermath.

2.2

Travel routine — protect three anchors.

What: For any trip longer than one night, protect three anchors: same wake time as at home; one hour of movement per day (walk, hotel gym, hike between meetings); one candid conversation with someone you trust before returning. These three anchors prevent travel from being a strategy for erosion.

Why it works. Wake-time consistency is the strongest circadian anchor³⁸. The movement literature applies at any location. The Harvard social-connection research frames why brief candor even during high-stress travel matters²⁶²⁷.

Goal: You return from your next multi-day trip with more energy than you have in the past.

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PHASE 02

DAYS 31–60 · DEEPENING

RECOMMENDATIONS, CONTINUED

2.3

Community outside work.

What: Choose one community outside your professional life to meaningfully participate in. A parents' group at school. A running club. A faith community. A book group. A pickleball league. Commit to at least once a month; twice a month is better.

Why it works. Declining community participation carries real wellbeing consequences³⁹. Even 'weak-tie' interactions — brief exchanges with acquaintances — predict daily happiness⁴⁰. In executive populations who have narrowed to work and immediate family, community rebuilds the identity that work alone cannot carry.

Goal: By day 60, at least one person from the community has become someone you look forward to seeing.

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PHASE 02

DAYS 31–60 · DEEPENING

YOUR COMMITMENT · DAYS 31–60

Continue. Stop. Start.

You have thirty days of practice behind you. You have seen the next three recommendations. What will you choose for yourself in the next thirty days?

CONTINUE

Which practice from Phase 1 will you carry forward exactly as it is?

STOP

What pattern did Phase 1 surface that no longer serves you?

START

Which additional practice has Phase 1 made you ready for?

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PHASE 02

DAYS 31–60 · DEEPENING

END OF PHASE 02 · REFLECT

What did you notice?

Before beginning Phase 03, capture what you noticed. The additions in Phase 02 are the ones most likely to shift how others experience you.

01

Of the three practices added in Phase 02, which has moved something visible for you? What specifically did you notice?

02

What have you observed in your regulation under pressure since Day 30? Where did you catch yourself intervening earlier than you would have before?

03

What has changed in the quality of your close relationships: the person you now call each week, the presence you now bring to family time?

04

Which practice has felt most difficult to sustain, and what has that difficulty told you about your own defaults?

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PHASE 02

DAYS 31–60 · DEEPENING

END OF PHASE 02 · PAUSE AND REFLECT

Pause and Reflect.

Give yourself space to write freely. What has surfaced over the last thirty days that did not fit inside a numbered question? Capture it here.

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PHASE 03

DAYS 61–90 · INTEGRATION

RECOMMENDATIONS

Bridge personal practice to team impact.

Days 61–90 translate the inner work into visible leader behavior. These two commitments are what move your Leadership Impact score. They are also what your team begins to notice about you.

3.1

Weekly walking 1:1 with a direct report.

What: Once per week, schedule a 30-minute walking 1:1 with a direct report. Rotate through your team over the quarter so each person gets one. Structure the time in three parts: (1) 10 minutes on what they are stuck on — listen, do not solve; (2) 10 minutes on what they need from you; (3) 10 minutes on how they are taking care of themselves through the pressure. Share one thing you are doing on the same front.

Why it works. The walking-creativity effect is well established⁴¹. Psychological safety is why the third segment becomes possible without triggering defensiveness¹¹¹³. The service-profit chain articulates why this is a business behavior, not a personal one⁴² — the connection between leader state and team performance is the mechanism the entire assessment measures.

Goal: By day 90, one direct report tells you unprompted that they have noticed a change in how you show up.

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PHASE 03

DAYS 61–90 · INTEGRATION

RECOMMENDATIONS, CONTINUED

3.2

The through-line leadership conversation — one per week.

What: Once per week, in a working conversation with a direct report or peer, explicitly name the connection between how you are taking care of yourself and how you are showing up as a leader. Not a therapy conversation. A working one: 'I noticed I was reactive in that meeting; I have been under-sleeping this week. Here is what I am adjusting.'

Why it works. Modeling the through-line in language is what makes it a team-observable behavior. The leader-modeling mechanism is well established¹¹¹². The causal chain: what the leader models becomes what the team feels safe practicing⁴².

Goal: By day 90, the wellness-leadership through-line has become a normal topic in your team conversations rather than a private one.

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PHASE 03

DAYS 61–90 · INTEGRATION

YOUR COMMITMENT · DAYS 61–90

Continue. Stop. Start.

You are two-thirds of the way through the cycle. The last thirty days are about integration. You have seen the recommendations. Now name what you will carry, what you will release and what your team may notice.

CONTINUE

Which two or three practices will define your rhythm past day 90?

STOP

What habit do you now see clearly that will not travel with you into the next ninety days?

START

What one visible leader behavior may your team notice in this phase?

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PHASE 03

DAYS 61–90 · INTEGRATION

END OF PHASE 03 · REFLECT

What is now true?

Ninety days is enough time for compounding practice to show up in visible ways. Capture what has become true about you and about how you lead.

01

What is now different about how you show up to high-stakes conversations, compared to Day 1? What specifically has changed in your body, your thinking, your first response?

02

What has the person closest to you at home noticed, unprompted, over the last 90 days? Write down the exact phrase they used.

03

What has a direct report or peer noticed and named? What did they say?

04

Which pillar has moved the most, and what one behavior most contributed to that movement? What made it possible to sustain?

05

What are you carrying forward from these 90 days into the next 90? What new commitment, if any, is now ready to be added?

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PHASE 03

DAYS 61–90 · INTEGRATION

END OF PHASE 03 · PAUSE AND REFLECT

Pause and Reflect.

Give yourself space to write freely. What has surfaced over the last thirty days that did not fit inside a numbered question? Capture it here.

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CONTINUING MOMENTUM

Your next 90 days.

You have completed one 90-day cycle. The change most likely to last is the change you author yourself. Use the WOOP framework below (Wish, Outcome, Obstacle, Plan) developed by Gabriele Oettingen (NYU) and validated across dozens of behavior-change studies. WOOP works because it pairs the aspiration (what you want) with a specific mental picture of what will get in the way and how you will respond when it does.

Before you begin. Look back at your Phase 03 reflection. Which pillar has moved the most, which commitment produced the most visible change, and what does the person closest to you now say about you unprompted? That is the ground you are building from.

W

WISH

When you consider your next 90 days, what is your greatest wish? What do you really want to achieve?

O

OUTCOME

If you achieved this wish, what would the outcome be? What would be different in your life and in your work if you achieved this?

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O

OBSTACLE

What is most likely to get in the way of me achieving my greatest wish?

P

PLAN

When the obstacle shows up, what will you do? If this happens… Then I will…

THE RESEARCH BEHIND WOOP

WOOP (Mental Contrasting with Implementation Intentions) was developed by Gabriele Oettingen (NYU) and has been validated across dozens of behavior-change studies. Pairing the wish with a mental rehearsal of the specific obstacle and response outperforms aspiration alone.

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YOUR QUICK REFERENCE

One page for your desk.

Print this. Post it. Bring it to your next coaching conversation. Your report tells the full story. This page is the reminder that keeps the work close.

YOUR COMPOSITE

73%

487 OF 670

RE-ASSESS

February 2027

Re-take and compare.

TOP STRENGTHS

Spiritual87%

Mental84%

Leader Behaviors76%

TOP FOCUS AREAS

Emotional57%

Environmental63%

Social65%

COMMITMENTS TO CONSIDER · FOR IMMEDIATE IMPACT

The three-minute end-of-day emotion review
Optimize the bedroom for sleep.
Nightly gratitude practice — three specific things.

COMMITMENTS TO CONSIDER · FOR SUSTAINED IMPACT

Weekly walking 1:1 with a direct report.
The through-line leadership conversation — one per week.
End-of-day, three-minute emotion review.

MY THREE-WORD CHECK-IN · TODAY I WILL

CONTINUESTOPSTART

Your practices are your leadership. Your leadership is your team's culture. Your team's culture is your outcomes.

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APPENDIX

References

The research behind your report. Every source marked in the text appears here, in the order it was cited.

1.Hill, P. L., & Turiano, N. A. (2014). Purpose in life and mortality (14-year follow-up, 6,000+ adults). Psychological Science.
2.Frankl, V. E. Man's Search for Meaning.
3.Steger, M. F., et al. (2006). The Meaning in Life Questionnaire. Journal of Counseling Psychology.
4.Keltner, D., & Haidt, J. (2003). Approaching awe. Cognition & Emotion.
5.Stellar, J. E., et al. (2015). Positive affect and inflammation. Emotion.
6.McEwen, B. S. (1998). Allostatic load model. New England Journal of Medicine.
7.Sapolsky, R. M. Why Zebras Don't Get Ulcers.
8.Goyal, M., et al. (2014). Meditation programs for psychological stress (meta-analysis of 47 trials). JAMA Internal Medicine, 174(3).
9.Killgore, W. D. S. (2010). Effects of sleep deprivation on cognition. Progress in Brain Research.
10.Newport, C. Deep Work.
11.Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly.
12.Edmondson, A. C. (2018). The Fearless Organization.
13.Google (2015). Project Aristotle — what makes teams effective.
14.Scott, K. (2017). Radical Candor.
15.Stone, D., & Heen, S. (2014). Thanks for the Feedback.
16.Yukl, G., & Fu, P. P. (1999). Determinants of delegation. Journal of Organizational Behavior.
17.Charan, R., Drotter, S., & Noel, J. The Leadership Pipeline.
18.Piercy, K. L., et al. (2018). 2018 Physical Activity Guidelines. JAMA, 320(19).
19.Momma, H., et al. (2022). Muscle-strengthening activities and mortality. British Journal of Sports Medicine, 56(13). Meta-analysis, n > 1.5 million.
20.Walker, M. (2017). Why We Sleep.
21.Watson, N. F., et al. (2015). American Academy of Sleep Medicine / Sleep Research Society consensus on adult sleep duration. Sleep.
22.Drucker, P. F. (1967). The Effective Executive.
23.Porter, M. E., & Nohria, N. (2018). How CEOs manage time. Harvard Business Review.
24.Kahneman, D. Thinking, Fast and Slow.

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APPENDIX, CONTINUED

References (continued)

25.Theeboom, T., Beersma, B., & van Vianen, A. E. M. (2014). Meta-analysis of coaching outcomes. Journal of Positive Psychology.
26.Waldinger, R., & Schulz, M. (2023). The Good Life (Harvard Study of Adult Development).
27.Vaillant, G. E. (2012). Triumphs of Experience (Harvard Study of Adult Development).
28.Holt-Lunstad, J., et al. (2010). Social relationships and mortality risk (meta-analysis of 148 studies). PLOS Medicine, n > 300,000.
29.Itzchakov, G., & Kluger, A. N. (2018). The power of listening. Harvard Business Review.
30.McMains, S., & Kastner, S. (2011). Visual clutter and attention. Journal of Neuroscience.
31.Vohs, K. D., et al. (2013). Physical order/disorder and cognition. Psychological Science.
32.Chang, A.-M., et al. (2015). Evening use of light-emitting eReaders. PNAS.
33.Gross, J. J. (1998). Process model of emotion regulation. Review of General Psychology.
34.Neff, K. D. (2003 onward). Self-compassion research, University of Texas at Austin.
35.Breines, J. G., & Chen, S. (2012). Self-compassion and motivation to improve. Personality and Social Psychology Bulletin.
36.Emmons, R. A., & McCullough, M. E. (2003). Counting blessings versus burdens. Journal of Personality and Social Psychology.
37.Lyubomirsky, S. Positive-psychology / happiness intervention research, UC Riverside.
38.Wright, K. P., et al. (2013). Entrainment of the human circadian clock. Current Biology.
39.Putnam, R. D. (2000). Bowling Alone.
40.Sandstrom, G. M., & Dunn, E. W. (2014). Social interactions and well-being (weak ties). Personality and Social Psychology Bulletin.
41.Oppezzo, M., & Schwartz, D. L. (2014). Give your ideas some legs (walking and creativity). Journal of Experimental Psychology: Learning, Memory, and Cognition, Stanford.
42.Heskett, J. L., Sasser, W. E., & Schlesinger, L. A. (1994). Putting the service-profit chain to work. Harvard Business Review (validated in SAGE Open, 2024).

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PEAK EXCELLENCE. WHOLE SELF.

The report is where the work begins.

YOUR NEXT STEP

Bring this report into your next coaching conversation and begin your 30 / 60 / 90-day Action Plan. The real work begins when you take your next step.