Having a vibrant coaching discipline in the academic world means that there is constant review of relevant academic findings - neuroscience is a key contributor these days. Recently I've learned:
1. Our body is our brain - our whole body, down to our finger tips. How often do you notice what is happening in all parts of your body? In a virtual world, we perhaps even more need to start building our sensory perception because remote working reduces our sensory data!
I remember an Anthony Robbins demo from 12 years ago that showed if you got one person to model another person's body when that person had been asked to think about something highly emotional, you can make a really good guess as to what they're thinking about. It came across as a magic trick at the time! (To be really sceptical, maybe too there are not that many truly traumatic situations to guess from!). However, neuroscience now supports that tension in the body can be a blockage to new ways of thinking.
2. If you want somebody in a creative state, then you need to have them predominately using their right brain. Goals, particularly smart goals tend to put people in their analytical left brain. Not great for creating a sense of what might be possible!
I remember work environments in the late 90s where creative spaces were created for IT developers to do their best work - let them be relaxed and positive - Agile working may have put the pressure back on! Integration of left and right brain was also a key practice on my NLP practitioner course in 2005, to develop both sides of the brain, not just our natural preferences. (It is interesting to me that intuition and practical knowledge influence can influence science; science perhaps rarely leads ideas, rather it offers better evidence.)
So, let me ask you about your desires first, so we set direction, then we can work out more analytical (if appropriate) on the way. This also aligns with the current ideas of Agility - for organisations and humans - minimal viable product - which allows collection of validated learning with least effort. (See original Lean definition from Eric Ries, - version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort. It's not easy to do, but learning is essential for effectiveness in the end!)