TRAINING EDITION
ISSUE SEVENTEEN/SEP 2018
$15.00 RRP (inc GST) 4 VISUAL MODELS, 5 COACHING HACKS, STRUCTURE CREATING SPACE THE GOLD STANDARD IN COACHING, EXTREME DISRUPTION, PSA UPDATE
FROM THE EDITOR In a few years’ time, when we look back on the year of 2018, I think we will be able to see the start of significant shift in the world of coaching. We now have our own feature movie coming out and from the Coaching Life vantage point, I can see changes throughout the industry in all fields of specialty. Sports coaching is moving to a more hands-on approach with a greater emphasis on work outside the training room. (See the article on page 21) Executive coaching is being picked up by most large organisations with permanent internal coaches on call for better ROI. Business coaches are reporting a record year with greater acceptance and stronger business returns for their clients. Life coaches and all specialties continue to show strong growth and the latest update from the ICF shows an organisation ready to take the lead, prepared for change and committed to professional growth. It is an exciting time to be a coach, bringing out the best in people and organisations. We impact real people, change lives and deliver results that will echo down through history. It is a huge responsibility but if we work hard, learn wherever we can and grow every day, I believe we are up to the challenge.
When I started Coaching Life, I saw an industry with almost unlimited potential but unable to find a clear way forward. Over the last 3 years and 17 editions, we have featured over 300 coaches from around the world. These are people with amazing experience and qualifications who dedicate themselves to helping people be a better version of themselves. In the next edition of Coaching Life, we explicitly explore the future of our wonderful profession. From the advances in technology to our changing social landscape, coaching is moving ahead and we are here to document the story. I love that we can provide the world with Direction, Information and Motivation. Enjoy your own personal journey and until next time, Happy Coaching.
Stewart Fleming Editor
COACHINGLIFE SEPTEMBER 2018 ISSUE 17 Coaching Life is published 4 times a year and is your authoritative source for information on coaching in sport, business, life and anywhere else you find a coach. Published By Operait Pty Ltd ABN 63 189 244 221 24 Leo Lindo Drive, Shailer Park, QLD 4128 Editor Stewart Fleming stewart@coachinglife.com.au Editorial Assistance Alex Carlton alex@coachinglife.com.au Advertising & Directory Jack Fleming advertising@coachinglife.com.au Printing Inhouse Print & Design printing@inhouseprint.com.au DISCLAIMER This publication is not medical or professional advice. It is intended only to inform and illustrate. No reader should act on the information contained in this publication without first seeking professional advice that takes into account personal circumstances. The publishers and editors give no representation and make no warranties, express or implied, with respect to the accuracy, completeness, currency or reliability of any of the materials contained and no correspondence will be entered into in relation to this publication by the publishers, editors or authors. The publishers do not endorse any person, company, organisation or techniques mentioned in this publication unless expressly stated otherwise. The publishers do not endorse any advertisements or special advertising features in this publication, nor does the publisher endorse any advertiser(s) or their products/services unless expressly stated otherwise. Articles are published in reliance upon the representation and warranties of the authors of the articles and without our knowledge of any infringement of any third parties copyright. The publishers and editors do not authorise, approve, sanction or countenance any copyright infringement. The publication is protected under the Commonwealth Copyrights Act 1968 and may not, in whole or in part, be lent, copied, photocopied, reproduced, translated or reduced to any electronic medium or machine readable format without the express written permission of the publisher. ISSN 2205-6963 Copyright Operait Pty Ltd All rights reserved.
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CONTENTS
11
15
18 21 0
25
6
6 THE GOLD STANDARD IN COACHING
18 FIVE COACHING HACKS
ICF Australasia are celebrating their 20th anniversary as a chapter and incoming President, Tony Draper, has big plans to celebrate and raise the Gold Standard in Coaching.
To accomplish more, leaders need to learn how to hack their current approach to coaching with new ways of thinking and influencing that will enable them to do more with less. Here are five ways to make this happen. SCOTT EATHORNE Author, Speaker, Coach
Tony Draper President ICF Australasia
11 FOUR VISUAL MODELS FOR YOUR TRAINING Seeing is believing. By creating your own Signature System using visual models, your coaching will be next level! You’ll love the clarity and confidence you have as a coach and your clients will love the results. Renée Hasseldine Author, Visual Model Trainer
21 BURN DOWN THE TRAINING ROOM It’s easy to base your coach development practices around things you can see yet, the things that really matter in coaching are often the things you can’t see. Wayne explains why we need to burn down the training room in sport coach development. Wayne Goldsmith Coach Educator, New Sport Future
15 LOCAL HERO – REAGAN DESSAIX This new section for CoachingLife looks at Local Heroes who are making huge differences in their community with their coaching. Our First Local Hero is Reagan Dessaix, currently ranked 15th in the world and coaching up a storm of new boxers, starting as young as 4. REAGAN DESSAIX Professional Boxer, Boxing Coach
Page 4
25 MINDFUL MANAGEMENT AND NLP Effective leadership development requires practice in having leadership conversations. Claire shares the benefits of combining Leadership Training and Curious Conversations with NLP Coaching. Claire Turner Executive NLP Coach
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35 4
28 32 42
38 39 28 LEAP – THE COACHING MOVIE Patryk and Kasia pull together 38 coaches to work with 4 people over the course of one, transformative year. We interview the visionaries and a few of their coaches in this exclusive feature. Patryk and Kasia Wezowski LEAP – The Coaching Movie
32 GROWING A COACH TRAINING BUSINESS It started with a desire to share the skills and knowledge that transformed my own life and turned into one of Australia’s most successful Life Coach Training Colleges. Celebrating the opening of their new office, Glen shares his journey. GLEN MURDOCH The Life Coaching College
35 ARE COACHES EDUCATORS OR TRAINERS As a coach, you are expected to be a leader, a teacher, a parent, a counsellor, a guide, a dictator, a sounding board, a psychologist all at different times. John explores the various roles we all play as coaches from day to day. John Buchannan Peak Performance Coach
37 PROFESSIONAL SPEAKERS AUSTRALIA President of the PSA (Professional Speakers Australia) shares the pathway for coaches to become professional speakers and gather another income stream. Tarran Deane President – Professional Speakers Australia
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38 PERSONAL PERFORMANCE REVIEW As coaches, we keep our clients on track but every coach should do a personal performance review for themselves and walk the talk. If you have not taken the time recently, follow the steps as Judith takes us through her approach to this topic. Judith Bowtell Arts Executive Coach, Albany Lane
39 STRUCTURE CREATES SPACE Ever felt like the tools and structure inhibit your creativity? Kirsty Ferguson, uses ideas from rugby coaching to create systems for building an off-site, international coaching team and grow her business to the next level. Now she leans heavily on systems and creates space along the way. Kirsty Ferguson Aviation Coach, Pinstripe Solutions
42 A STRATEGIC PLAN FOR EXTREME DISRUPTION How do you create a plan for the unexpected? A strategic plan can help you find focus and clarity in a world of constant change. Paul tackles disruption and uses a process to drill down on the unknown. Paul Manning Business Coach
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As I write this article, we are only a few weeks out from the AGM on 7 September 2018, which signals the start of my year as President of ICF Australasia.
I figure there are two ways of looking at the next year, one, a year of never ending zoom meetings and an overflowing inbox or two, an exciting year of change for our organisation and professional coaching in Australia and New Zealand.
While the former is true, the latter is why I am involved.
By Dr Tony Draper MCC Change is the key message everywhere in today’s world, disruption the buzz word and it is no different in the coaching profession. To meet this challenge the International Coach federation (ICF) in Australia and New Zealand is embarking on exciting new initiatives in all three of its strategic platforms; Coaching Excellence, Member Engagement and External Stakeholder Engagement. On top of this we are going to be rolling out a new structure and way of operating that will better serve our members while driving efficiencies in our operation. The icing on this ambitious cake is we are also celebrating our 20th anniversary as a chartered chapter of the ICF. This is an important milestone as we are the second largest chapter globally and one of the oldest.
Operational Structure For years now ICF Australasia has been operating with a board and 10 branches with a couple committees and the odd project team when we have a conference or alike. It has worked at one level but also had its challenges. The challenge is that the chapter is spread across two large countries, 5 time zones and run by time-poor volunteers – well let’s face it, we were suffering from what many organisations face; poor communication lines, distrust and an “us and them” mentality. Jump in this year’s president, Melinda Horton, with a strong emphasis on building trust, collaboration, reducing duplication and things have started to turn around.
The key was the establishment of a project team to review the operational structure. This team has a come up with a new structure which is currently being shared with the board and branch leadership teams for comment and will be fine-tuned with an expected roll out over the next 12 months. The key features are the creation of a small statutory board (5 Members) which will focus on Finance and Governance and a new executive management team (EMT) made up of the statutory board and all the Branch Presidents. The EMT will be responsible to develop and implement strategy. We are also reshaping 3 director roles to align with our strategic pillars; Coaching Excellence, Member Engagement and External Stakeholder Engagement.
There is a lot of excitement about the new structure and a real desire by everyone to serve our membership as best we can.
What is in store for 2018/19 Our 3 strategic pillars drive the focus of our activities each year and we will continue with these areas of focus for the coming months.
Coaching Excellence Sitting under this pillar are our Professional Standards (PSC) and our Virtual Professional Development (VPD) Committees. We are seeing more and more coaching panels being established with a requirement for panel members to hold an ICF credential and we expect this trend to continue. For this reason, we will continue with programs that assist our members to gain and renew their credentials. Established at the beginning of this year the VPD committee was tasked with leveraging our chapter size and virtual event capabilities to attract world class presenters. By having these larger events we have been able to significantly drop the cost to members while still bringing in essential revenue for the chapter and branches. The committee is currently in the planning stages for the next 12 months.
External Stakeholder Engagement For years the ICF has been working to establish closer ties with professional association in Australia and New Zealand. Over the next 12 months we will see a big change in our relationship with the most important of these associations.
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The Australian Human Resources Institute (AHRI) has over 20,000 members and shapes the HR profession in Australia. ICF Australasia and AHRI are currently in the process of formalising our partnership and several key initiatives already being shaped. One of these is establishing a joint special interest group for internal coaches.
Member Engagement From my perspective this is an area that we have an opportunity to collaborate more effectively across the branches. Over the next 12 months I would like to see a stronger focus in our activities to enhance our member experience. Two key areas of focus will be our social media strategy and new member induction. With respect to social media, right now we have many branches doing separate things which can dilute our presence. I am told by the tech wizards that by combining the many platforms we will have a stronger impact. With respect to member induction, I know there are many great things being done in branches and there is an opportunity to create more consistency. I think we can learn from each other, leverage best practices, and reduce duplicated effort.
ICF Australasia Celebrating 20 years It is an honour for me to be stepping into this role during our 20th anniversary as a chartered chapter. We have over 90 volunteer leaders supporting the chapter activities. I would like to acknowledge the hard work and tireless dedication to all those who are supporting the development of the coaching profession. We are still in the early stages of planning for our 20th Birthday. My aim is to shape our activities during our strategy session in November. I forward to hearing from members about their ideas of what we could be doing to celebrate this momentous occasion in 2019.
Introducing the 2018/2019 ICF Australasia President
Dr Tony Draper MCC Tony has more than 35 years’ experience with multinational corporations, both as an employee and an executive coach. Tony supports organisations with the implementation Organisational Development initiatives including the training of internal coaches. He also trains and developments new ICF accredited executive coaches. Tony is a Master Certified Coach, and the President of ICF Australasia and owns an executive coaching company DraperCo. He is also the Asia Pacific Director and the Director of Training for The Forton Group, a UK based Leadership Coaching Consultancy. Contact Tony on 0416 161 530 or www.draperco.com.au
12 - 13 OCTOBER 2018 ICF AUSTRALASIA PRESENTS
CROSSING BRIDGES IN COACHING
A CONFERENCE FOR: Coaches HR professionals Psychologists Counselors Business owners Executives Government employees
HOTEL BELISE, BRISBANE
YOU’RE INVITED... ICF Australasia Queensland would like to invite Coaches, HR professionals, Psychologists, business owners and executives to attend a one and a half day conference providing support for learning, coaching and development. RENOWNED SPEAKERS WILL COVER: • Coach support and avoiding burnout • Collaboration between HR and coaching • Leveraging brainpower - coaching skills and the links to neuroscience • Mindfulness coaching and leadership • Exploring coaching culture
Hear from leading speakers, attend networking sessions and gain valuable insights to help support you and your organisation in our Master Classes.
Tickets start at just $250 per person.
To book your ticket to Crossing Bridges in Coaching visit: https://www.stickytickets.com.au/70229
12 - 13 OCTOBER 2018
CROSSING BRIDGES IN COACHING HOTEL BELISE, BRISBANE WHAT’S YOUR EVEREST? Keynote Speaker: John Buchanan
BUILDING YOUR COACHING BUSINESS Josie Thomson MCC
COACH SUPPORT & SUPERVISION: AVOIDING BURNOUT Tammy Turner PCC
HOW CAN ICF HELP ME? Zsofia Juhasz
COLLABORATION BETWEEN HR AND COACHING Panel Discussion: Caroline McGuire, Meredith Wilson & Jo Bowen
LEVERAGING BRAIN POWER: LINKS TO NEUROSCIENCE Tony Draper MCC
GROUP VS TEAM COACHING: THE DIFFERENCE John Raymond MCC
INTERNAL VS EXTERNAL COACHING Panel Discussion: Helen Burns, Jacqueline Jago, Naomi Smith
MASTER CLASS: MINDFULNESS COACHING & LEADERSHIP Satyam Veronica Chalmers PCC
M A S T E R C L A S S : D E V E L O P I N G A C O A C H I N G C U LT U R E Michelle Loch and Mica Julien
To book your ticket to Crossing Bridges in Coaching visit: https://www.stickytickets.com.au/70229
4 Visual Models to Use in Your Training By Renée Hasseldine We know our clients are overloaded with a million different pieces of information daily, so how do we make sure that what we’re sharing in our trainings has a better chance of sticking? Information that your attendees can actually recall what you have shared and more importantly put it into practice and get tangible results? As coaches who are experts in their field, we often have so much knowledge and expertise, that it can be difficult to communicate in a clear and succinct way. By extracting what is in your brilliant mind and turning it into visual models, you can communicate your value, get more clients, leverage your legacy and wow your clients. In this article, I’m going to share with you 4 visual models that I believe are highly effective and a game changer for any coaching practice.
1
Success Model
A Success Model shows what it takes to achieve the success your clients want. It depicts the key ingredients your clients need to master to achieve the result or outcome they desire. The image below is an example of a Success Model. It shows the key ingredients you need to master to become the “GO TO” expert in your field. To become the “GO TO” expert in your field, you need to: 1. Nail your Zone of Genius. This is the opposite of being a Jack of all trades and master of none. 2. Have Experience and runs on the board to back up what you’re sharing. 3. Take what is in your head and turn it into a Signature System using Visual Models. With the information locked in your head, you are the world’s best kept secret. If there is a tangible and visible way to access that information, then you massively increase your reach and impact. www.coachinglife. com.au
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2
Educate Model
An Educate Model provides your clients with a powerful structure, showing them the actions they need to take to get the result they want. The Educate Model is all about the DOING. It is about the HOW to. An Educate Model shows clients the step-by-step process to get them from where they are to where they want to be. And when you are running training programs, the Educate Model becomes the structure for your modules. Here’s an example of an Educate Model. This model shows the step-by-step process to extract what is in your head and turn it into a visual model.
3
.
Excite Model
Your Excite Model excites and inspires your clients to take action.
Your Educate Model is all about the DOING, your Excite Model is all about the FEELING. It demonstrates the journey of your ideal client, with a focus on their experience through each stage. When you talk through your Excite Model, your ideal client will naturally self-select where they are in the journey and where they want to be, and they will be inspired to take action and close the gap. Naturally, they will then see you as the authority in how to close that gap. This is an example of an Excite Model. It shows the journey of a coach or expert from Startup through to being Leveraged & Loving It! Notice that icons have been used to show levels (stars), time (clocks) and income ($). You may also notice that the income level drops during the transition stage. This is because moving from being maxed out in your 1:1 practice to a leveraged 1:many model, takes time, energy and effort. And that means less time spent with 1:1 clients. Clearly demonstrating a common dip in your client’s journey in this way means that you can reassure them when they experience the same thing.
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4
Yes Model
Your Yes Model has your clients saying YES YES YES to the obvious benefits of working with you. Some people may try to squeeze in “features” here. Please don’t be tempted to do this! We’re explaining the benefits not features. The example below shows the benefits of creating your own Signature System using Visual Models. MARKETING ● Create valuable content efficiently ● Stand out from the crowd ● Earn instant credibility SALES ● Clarity and confidence ● Tangible value ● Higher conversion rates LEVERAGE ● Create products such as books, courses & slide decks faster than ever ● Deliver 1:many products with ease ● You team can easily deliver products on your behalf RAVING FANS ● You customers will have the clarity they need ● Your customers will have a clear road-map ● Deliver more consistent proven results LEGACY ● Your work will have ripple effects beyond what you could ever achieve when all the expertise is locked in your head.
Create High Quality Training with these 4 Visual Models There you have it. By creating your own Signature System using visual models, your training will be next level! You’ll love the clarity and confidence you have as a facilitator and your clients will love the results.
About Renée Hasseldine Renée works with coaches, experts & thought leaders to turn what is in their brilliant minds into powerful signature systems using visual models, so that they can communicate their value, get more clients and leverage their legacy. Her knack for extracting and unpacking thoughts and turning them into unique intellectual property is sheer genius. Renée is the author of the best-selling book ‘Share Your Passion’, she is the host of the ‘Leveraged and Loving It’ podcast and co-host on The Business Playroom TV. She runs workshops around Australia sharing her proven system for creating Signature Systems using Visual Models. Find out more at shareyourpassion.com.au. www.coachinglife. com.au
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LOCAL HERO Reagan Dessaix
I am 22 years of age and I’m a current Professional Boxer (Ranked in the Top 15 of the world) and I currently work full-time as a Boxing Coach and Personal Trainer. I have had a total of 80 amateur fights and currently 16 Professional fights with the goal of becoming a World Champion myself one day. I have been qualified as Personal Trainer since I was 16 years of age and I took up the coaching side of things for boxing when I was 18, working at the current gym I am at now (World Gym Southside). I coach kids as young as 4 years old, to Adults competing in boxing (Professional and Amateur) right through to Older Adults as well.
I have been a coach for 4 years now and like any other good coach would say, “you can never stop learning”.
I use a lot of my own experience (what might of worked or didn’t work) to influence the athletes I am currently training.
I have great coaches and mentor’s myself who have taught me so much, and I wouldn’t be where I am today if it wasn’t for them.
What was your first step in building your coaching business?
What are the biggest challenges you face as a coach? Being a younger coach, people who don’t know me or my background can be quick to judge because of my age. I accept it for what it is, but when people start training under you and know what you are talking about, you gain a lot more respect and trust from your athletes. How do you combine training and coaching? I have a good routine when it comes to splitting my own training from the athletes I am currently training.
My situation is different to a lot of others because I am still an athlete myself on the rise in my chosen sport, but I use all of my experience (past and present) to influence and show my current athletes I am training.
My own training is all about periodising, leading up to boxing fights I have locked in and scheduled for the year ahead. I do the same with the athletes I train as well. It’s all about getting the periodising, planning and preparation side of things correct to make sure your athletes peak at the right time during competition phases.
When I first started coaching when I was 18, I had a vision for the long term. Whatever I do, in the planning stages of things I always think long term. Because I think so far ahead, I must and always consider everything that may take place along the pathway to get there, in the mid-term as well as the short term. So, I could say, my first step in building my coaching business was goal setting and working out a realistic plan to get there. Ask any good or experienced coach and they will say goal setting is one of the most important fundamentals and attributes when it comes to coaching and training your athletes. The same applies for any good coach, you need good goal setting for yourself with whatever plan it takes to get you there. That’s where the saying “A goal without a plan, is just a wish” is so true and accurate.
What did you want to get out of coaching?
What advice would you give others thinking of getting into coaching?
Where do you see your coaching career going?
I’m still only and my coaching career has just started.
Like I mentioned earlier in the article; starting off especially, make sure to set targetable and achievable goals – short, mid and long term.
I’m only a young coach in this day and age. I will continue to coach as long as my own career is going and I most defiantly will coach after my own career is finished. My goals are to do whatever it takes to bring the best out of my athlete, inside as well as outside of their chosen sport, and to get them over the line to achieve their goals, whatever they may be.
I want to get as far as I can with my coaching career and continue it once I’ve had my time and retired from competing. I have the goals to inspire, educate, motivate and get the best out of the athletes I am training, to get them as far as their limitations will take them.
Once you have set your goals, work out a plan on what you must do to reach those targets and goals.
DO YOU KNOW A
LOCAL HERO Nominate your Local Hero Coach at www.coachingLife.com.au/LocalHero
5 COACHING HACKS BETTER RESULTS IN LESS TIME Everyone knows that coaching is valuable. The challenge is finding the time and a fast track process to use, given how busy most leaders are with competing priorities pulling them in multiple directions. To accomplish more, leaders need to learn how to hack their current approach to coaching with new ways of thinking and influencing that will enable them to do more with less. Here are five ways to make this happen.
1
Clarify the Purpose
Identify what type of coaching session it will be as well as the outcome you are aiming for before starting the session. Coaching is much more than just a talk and needs to have a clear objective. There are three main reasons why leaders should coach their people. The first is to shift mindsets. There are times when a leader may need to shift the mindset of a direct report—maybe to open their mind to new possibilities or approaches or to shift their mindset around a particular situation or view. The second purpose for coaching is to address performance issues—usually behavioural or skill based. Behavioural performance issues are usually not what the person is doing, but rather the way they are going about it and the negative impact they are having on the people around them. Capability performance issues relate to a person’s current skill level when performing a particular task. The final purpose of a coaching session is as a tool for career development. Rather than waiting for the annual performance review, it can be useful to coach the skills needed and the tasks that staff will need to develop for future roles.
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2
Be aware of your mindset
Leaders are often under immense pressure to get more done in less time. Before you start coaching someone, take the time to check your own state of mind and emotions. To be more effective in a coaching session you need to ensure that none of the pressure and negative stress you might be experiencing transfer to the individual you are coaching. There have been numerous examples where staff experienced a personal attack during what was supposed to be a coaching session because their manager had not properly dealt with their stress, wasn’t focused or didn’t have the mindset at the time. If you’re emotionally charged about something that may limit your ability to coach and connect with your people you may want to delay the coaching session.
3
Identify people’s motivation
Take the time to identify what could be motivating the individual you're coaching beforehand. This will allow you to prepare the questions to ask them. In addition, during the coaching session ensure you ask them what will motivate them or why they would be willing to change, modify or do something differently and how you could help them with this. Remember the ‘why’ they do something is as important as the ‘how’ they will do it. Page 18
4
Prepare some leading questions & choose your approach
Coaching sessions can take the form of a scheduled formal coaching session or a ‘coaching moment.’ For scheduled sessions it can be useful to prepare a few leading questions to begin the coaching session to guide the discussion. This is even more important if the session is likely to be about performance or behavioural issues, which could make the staff member closed-minded, defensive or resistant.
5
Document the outcome
Before finishing a coaching session make sure you document what has been agreed to. Don’t just discuss it. Commit it to paper or a tablet to allow it to be referred back to and tracked over time. This step is often skipped, which leads to confusion around what has been agreed to and what the timeframe is for checking in and implementation.
‘Coaching moments’ are unscheduled coaching opportunities that transform a situation of uncertainty into one that involves a coaching session to provide insights around mindset, approach or skills. Remember that coaching is about asking, not telling. Resist the temptation to just tell the staff member what they’re doing wrongly without setting up the interaction, with their input, beforehand.
Scott Stein has helped thousands of leaders implement fast-track strategies that improve results. He is a leading international speaker and an expert on leadership and influence who helps many of the world’s best-known brands and government agencies to mobilise their leaders and their people. He is the author of the new book, Leadership Hacks: Clever shortcuts to boost your impact and results (Wiley). For more information visit www.scottstein.com
Using these strategies and coaching hacks can help you improve your impact and approach towards your staff and fast track overall performance.
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Burn Down Your Training Room!!! Coaching Coaches in Context! By Wayne Goldsmith
‘Not everything that can be counted counts and not everything that counts can be counted’ (attributed to Albert Einstein)
As sporting organisations seek new and better ways of training, educating and developing their coaching workforce, coaching coaches in context is rapidly gaining in popularity. Where classroom based coaching courses, conferences and clinics were once the mainstay of sports coach education programs, increasingly sporting organisations are looking at sending their coach development teams into the field and delivering learning activities at the pitches, the courts, the training centres, the pools and the tracks where the coaches are coaching.
In the past, CONTENT was king!
Coaches seeking education had to attend courses, conferences and clinics to access the ideas, information and innovations they needed to coach athletes successfully. However, with the proliferation of hand-held devices offering immediate and convenient access to a practically unlimited storehouse of information on the Internet, coach education has shifted from being content focused to CONTEXT focused.
This article looks at the concept of coaching coaches in context and proposes a simple model – the T.R.A.I.N. Principle as a guide for coach developers designing, developing and delivering contextual learning experiences for their coaching workforce.
Chances are your list resembles something like this: • •
•
Coaching Coaches: What Doesn’t Work. Write down a list of the most common coach development activities you’ve been involved in. Your list probably looks like this:
•
While I was coaching; While I was watching, talking with, sharing ideas with another coach; When I was working closely with an athlete and we solved a problem together that made the athlete – and me - better; When I was talking with some old friends - people I know and trust in the business and we were just kicking around some ideas; When someone I respect threw a few suggestions at me which I tried – and those ideas took me in a new direction.
• Courses; Conferences; Clinics; Coach-the-Coaches programs, e.g. In other words, coaching coaches has mentoring. very little to do with courses, Now write down a list of the times conferences and clinics held in when you feel you’ve learnt classrooms, boardrooms, meeting efficiently and effectively. rooms or training rooms and everything to do with coaching Those moments when learning felt coaches in context. easy and effortless.
• • • •
Those learning environments where you felt like your learning was on fast-forward and you seemed to absorb knowledge and information at an accelerated rate.
Real Life Story Some time ago, I was working with a high-profile professional football coach. His team had won the national football competition several times in the previous ten years, despite the organisation being relatively poorly funded, geographically disadvantaged and the National Competition was subject to a “salarycap” and “draft” system.
Coaching Coaches in Context
The T.R.A.I.N. Principle
RESPONSIBILITY
In environments where education is Most sporting organisations have enforced, legislated or imposed, included mentoring programs as part actual learning is - at best of their coach development ineffective. strategies. Conversely, where learners consider However, mentoring alone isn’t the themselves partners in the learning key. Merely “throwing” two people process and take responsibility for together in a mentoring program and their role in their own development, instructing them to become an prescripted curriculum is effective learning team isn’t likely to unnecessary. I asked him, “How is it that you guys work. It would be like introducing Given the right environment and have been so successful for so long – two of your friends to each other at a opportunities, motivated learners will even though the city where you train, party and telling them to “Get along with each other and become friends”. discover what they need to learn and your budget and even the system take appropriate action to resolve itself is not set up to help you sustain Coaching Coaches in Context relies on their knowledge gap. success?” the successful implementation of the T.R.A.I.N Principle. He replied, “Everyone is obsessed with what we do. They all want to In sport, ultimately the impact of know what’s written down on paper: effective learning will be – rightly or the workouts, the gym sessions, the People learn in environments where wrongly – measured by results. This training sets, the skills practices – measurement could come in many they want to know what it is that we they’ve developed a trustrelationship with each other. This forms, – e.g. the performance results do that’s led to our success. In my trust can be built on shared values or of athletes, the retention rates of view – what’s written down isn’t the through a shared motivation to athletes from season to season, the reason why we win so often. It’s not the words: it’s the space between the succeed but it is essential that Trust is results of “customer” feedback at the heart of all effective coach-to- reviews completed by athletes, words. It’s not what we do: it’s how coach learning situations. parents and other stakeholders etc. we do it and our understanding of why we do it that makes the In his book, The Speed of Trust, The Successful coaches will often difference”. One Thing That Changes Everything, demonstrate a willingness to be author Stephen Covey Junior argues: measured and to be assessed by the Coaching is knowing what to do. “The first job of a leader—at work or same standards of accountability that Good coaching is being able to teach, at home—is to inspire trust. It’s to is expected of their athletes. instruct and educate athletes to bring out the best in people by In addition, accountability provides change how they do things. entrusting them with meaningful clarity on the effectiveness of the stewardships, and to create an Great coaching is leading and learning process and may indicate the inspiring athletes to understand why environment in which high-trust possible direction of future learning interaction inspires creativity and they’re doing the things they do. activities. In professional sport and possibility.” elite level Olympic sport, the If we want coaches to be outstanding By coaching coaches in context and performances of athletes and teams at what they do and to be able to dedicating time to develop a trusting is considered the ultimate coach athletes to “see the spaces measurement of coaching between the words”, we need to re- relationship with the coach in their actual coaching environment, coach performance. consider the way we’ve coached developers and mentors can coaches. Just as successful coaches accept the influence, educate and teach more reality of the “win-loss” record, they effectively. also assume accountability for their commitment to ongoing learning and continuous improvement. www.coachinglife. com.au
ACCOUNTABILTY
TRUST
INDIVIDUALISED It is said, “Formula One Cars Do Not Come off the Production Line”. In the early stages of learning, coaches are typically exposed to generic “one-size-fits all” education opportunities, e.g. courses, conferences and clinics. As they progress and develop as coaches, so too does their need for more flexible, specific and individualised learning experiences.
One important aspect of “nudging” is subtly influencing people’s thoughts and behaviours through positive reinforcement and indirect suggestion. The “nudge” concept is therefore the perfect tool for coaching coaches in context.
Coaching coaches in context offers the opportunity to find the right solutions to real problems coaches and athletes face in their performance environment.
Coaching the coach in context, coach developers can “nudge” the coach to learn through discovery, experimentation, intelligent personal reflection and considered problem solving.
When it comes to coaching coaches – burn down your training room! Blow up your conference centre! Explode your learning facility! Throw your data projector out the window!
For example, the majority of By working with the coach in context, classroom-based learning is focused the coach developer or mentor has on individuals seeing or hearing the opportunity to observe and to information which is presented to determine the specific needs of the them – often in a definitive way individual coach. The learning model then it is up to the learner to apply shifts from “one-size-fits-all” to “one- that knowledge to solving problems size-fits-one”. in their coaching program: in other words, to try and fit the solution to a This “Needs-Based” learning is an problem. effective and efficient way of delivering optimal learning However, when coaching coaches in experiences for coaches in the field. context, coach developers and mentors can witness the problems the coach is experiencing first hand, then subtly offer a range of potential The concept and philosophy of options for the coach to consider “Nudging” has been popularised solving them. recently primarily due to the work of There’s a wonderful phrase Nobel Prize winning economist attributed to Craig Tiley, CEO of Richard Thaler. Thaler’s work into Tennis Australia – “behavioural economics” has been widely studied in the business world and the concept of “nudge” has been “It is no good coming up with a great incorporated into the learning models in both government and non- solution to the wrong problem”. government institutions around the world.
NUDGE
Wayne Goldsmith has been an influential figure in coach education for the past 25 years. He’s worked with professional, college and Olympic level athletes, coaches and teams in the USA, Canada, Australia, New Zealand, the U.K., Europe, Asia and throughout the Pacific.
www.newsportfuture.com
Summary
Coaching Coaches is about context – not content.
Think of the times in your own life when your learning was optimised: those moments when learning seemed easy – almost accelerated and effortless. Chances are those moments occurred when all the T.R.A.I.N. Principle factors were involved. It’s easy to base your coach development practices around things you can see, things you can purchase, things you can download, things you can pick up and feel. Yet, the things that really matter in coaching are often the things you can’t see or purchase or download or touch. When it comes to great coaching, it’s commonly the intangibles, the unmeasurables and the things of least apparent extrinsic value – which in fact have the greatest value of all.
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Eliminating that Sunday Night Feeling In Australia/New Zealand, employee engagement scores fall below worldwide engagement levels, despite employees rating satisfaction in their overall life higher than any other global region (Gallup, 2017).
Only 14% of employees in Australia/New Zealand are engaged.
Managers and leaders are in a unique position to improve the everyday experiences of their employees and bridge this gap, eliminating that Sunday night feeling – that sense of dread that stems from a job or workplace culture people don’t want to be part of. What if our managers were well equipped to lead their teams in a meaningful way that inspires comradeship, positivity and a united focus –supporting individuals to be the best they can be and creating a great team culture? A team that receives clear goals, open communication and structured guidance from an inspired, empathetic and self-aware leader will produce the right energy and results to ensure that no-one dreads Monday morning, including the manager. It’s time for us to deepen leadership training using NLP Coaching, develop more Mindful Managers and in turn, build workplaces our employees are proud to be part of.
Inspirational leaders appear at all levels of an organisation, and whilst understanding the nuts and bolts of management processes is important, the best managers have natural leadership talents, combined with high levels of empathy and self-awareness. Unfortunately, most organisations still rely on hierarchy and technical skills when hiring managers, rather than taking a holistic view of someone’s leadership potential.
Benefits of NLP Coaching and Time Line Therapy®
A more holistic view of leadership development begins with the individual and includes one-on-one coaching to enable new leaders. Even the most self-aware of us know that Gallup research shows that about there are sometimes blockages to our 70% of the variance in engagement true potential, linked to past among teams can be attributed to experiences. These are deeply rooted their manager. Yet, often new managers are not officially trained for in the unconscious mind and have a strong emotional anchor that holds that crucial role. them in place. Alternatively, they’re offered cookieUsing Neuro-Linguistic Programming cutter, skills-based management and Time Line Therapy®, it’s possible training programs, that don’t take to release the past, along with the into account the personal associated negative emotions and development needs of individuals. limiting decisions, to achieve peak performance. www.coachinglife. com.au
NLP Coaching Process A series of one-on-one coaching sessions using Neuro-Linguistic Programming and Time Line Therapy® to identify and release negative emotions and beliefs from the past that are limiting a person’s potential. The focus is on achieving behavioural excellence through powerful communication and self-leadership strategies. The freedom from past constraints and unresolved emotions allows leaders to be a more authentic version of themselves. This gives themselves permission to drop the mask and connect with others on a deeper level. A prerequisite to becoming a Mindful Manager – one who is peoplecentred and conscious of how they show up in the world.
Bridging the Gap Between Leadership Training and Real Life In addition to developing Mindful Managers, it’s important to bridge the gap between leadership concepts taught in the training room and the reality of management in the board room. Page 25
Too often, training is a great conversation followed by very little action. We’ve probably all been to a workshop with the best intentions of implementing learnings, only to put the workbook on the shelf and forget about it.
“When employees in Australia and New Zealand have enthusiasm for their work that matches their positive feelings about their life overall, they will have a sense of well-being that is among the highest in the world.” State of the Global Workplace, 2017 Gallup Inc.
These are relevant conversations that managers design and implement with Effective leadership development their teams, based on what they requires practice in having leadership learned in the training room. For conversations. If specific example, this might be a manager-led management training modules are conversation and group training spaced out over time, with NLP exercise around empathy within the coaching sessions in between them, team and the employment of we have a chance to bring the theory emotional intelligence techniques. into life using team-based “Curious Conversations”.
The benefits of combining Leadership Training and Curious Conversations with NLP Coaching are three-fold:
These 20-30-minute conversations are best conducted as part of business as usual during regular team meetings and the outcomes reported on in the subsequent training module. During regular one-on-one NLP coaching sessions, managers notice what limiting beliefs or negative selftalk is coming up around having Curious Conversations with their teams. These can then be worked on and released using NLP Coaching and Time Line Therapy®.
1) Management theory is applied and implemented in a way that’s relevant, rather than simply understood and not used. 2) Team members are integral to the process and benefit directly from the shared knowledge and exercises. 3) Self-limiting beliefs are brought to light and resolved as they
arise from real life situations.
Management & Leadership Trainer, Executive NLP Coach Claire is the owner of The Training Alliance Australia. She delivers Management and Leadership training and coaching programs for businesses and individuals that create lasting behavioural change and is an expert at keeping people accountable to the plans and decisions they make. She is passionate about giving people the skills and tools they need to improve their work lives. Her mission is to eliminate that “Sunday night feeling”, by enabling more people to enjoy the time they spend at work. Claire also works closely with Wesley Mission, engaging corporate organisations in team building activities that give back to the community and raise the empathy level of participants regarding local issues.
For more information contact Claire on www.viveka.world or visit her website www.thetrainingalliance.com.au Page 26
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What would you do differently?
How did you come up with the idea of the coaching movie? We were are invited to be coaches on a film set for a documentary many years ago and on that film set we were coaching one of the actors for that film. That's where we got the idea to make an entire film just about coaching that shows the actual transformation and shifts that people go through and get all the greatest coaches in the world involved to show the tangible proof of they are skills that and then we just started reaching out to the best coaches in the world. What was your first step? We started by reaching out to the best coaches in the world and researching who would be the best fits the showcase and represent the coaching profession on the big screen. We set up the criteria for selecting the right coaching clients. We got thousands of applications from coaches and thousands of applications from coaching clients through our website and our networks. Lots of coaches got on board to support the movie and lots of coaching organizations support the movie and spread the word to their members.
We would have an even more detailed screening process for both the clients and coaches. We started making other movies, like our movie Impact about communication and body language. For Impact, we set up a much more detailed and severe selection process. The success of the film totally depends on who you selected to participate in it. On the way we discovered that there are lots of criteria that you need to get rides to create the perfect match between a client that is open for success and coaches who are a great match to create a transformation. Just putting and coaches together is not enough for success. It's a very delicate process and it takes a lot of discipline, work and attention to detail to get everything right. How did you select your coaches? We set up a system to select the best coaches in the world. This included a lot of criteria that they should match to be able to participate in the film. We also went for the coaches that seemed to have the best successes and the most impressive testimonials. How did you find your clients and were you looking for specific issues? We found the clients through our network who reached out to their clients and asked if they want to participate in the film. We also defined four areas of focus for the film.
Business coaching, executive coaching, life coaching and relationship coaching. What did you take away from the experience? You can achieve anything you want that you set your mind to and where you have the right mentoring and coaching support. It took three years to make this film and hundreds of people to co-create it with us. What do you hope that people will take away from the movie? We're on a mission to inspire over 10 million lives to be more successful in life and business and this can happen by watching the movie and following the journey of the four clients that go through a total transformation. Once people want to movie, I’d love them to reach out to a coach through our website and start changing their lives. What would you like to see for the future of coaching? I think it an important evolution to the coaching profession to have a tangible way to measure the results of coaching. That is one of the aims of the films, to show the tangible results of the greatest coaches on earth. I hope that in the near future, there will be a way to select the right coach for you and a system that helps do you to decide whether the coach is a good coach or just one that can market themselves well.
COACHES
Julie Starr
Chérie Carter-Scott, Ph.D., MCC
How did you get involved in the project?
How did you find the filming process?
I was approached by Patryk who had heard about my work and writing in the UK Coaching field.
Really interesting. Mostly I filmed in Malabu and New Orleans. We also had some filming in LA and New York. I’m a native of New York and have lived in LA, so it was new experience in known locations.
Who do you think this movie will appeal to? Masses of people! Anyone remotely involved or interested in the field of coaching, or personal development and success, or life generally. Coaching is such a fascinating human experience, and whilst people have a broad idea about what’s involved, there is little available material of what a real-life coaching assignment looks like over time. The movie contains live footage of real sessions, plus life stories and dramas and then ultimately how situations can be shaped by coaching.
What did you take away from the experience?
What do you hope people will take away from the movie?
What do you hope people will take away from the movie?
That coaching is a broad and varied activity and never ‘one size fits all’ that there are as many different styles of coaching as there are coaches and all can be valid, according to the client and the situation. I’d also like people to imagine for themselves the possibility of coaching, as a way to support their own personal goals, dreams and aspirations.
I have personally sponsored 15 different previews. People are moved, touched, inspired and consider their lives enriched by watching the film. In one screening in Canada, people stayed until 3am to discuss the film with many moved to tears.
When watching the movie, did you get any new insights?
I have been coaching since 1974 and this opened my mind to new ideas. We always held coaching as private and confidential. Not exactly secret but certainly sacred and always confidential. The idea of putting 4 people on the screen with all the ups, downs and breakdowns was really a revolution.
It’s a ground-breaking film, being able to see the real insides of stretching way out of your comfort zones and going for your dreams. Would you be involved in the process again?
I was amazed how different the approach and conversations of other coaches were to my own. For me it was like I’d been existing in a little bit of a self-created bubble, e.g. assuming that other coaches employed similar methods and principles – they certainly did not!
At this moment I am preparing to have my musical premiered in Bangkok. THE WORKSHOP – A DRESS REHEARSAL FOR LIFE will premier in October 2019. This will be my first musical co-written with my sister.
What would you like to see for the future of coaching in the UK? The UK already has a thriving coaching profession, with new talent coming on board each year. We have wonderful training organisations and educational support generally. Now I’d like my profession to step-up to our next logical level, both as individuals and as a community. We create so much positive impact which is rich and diverse, e.g. inside and outside of organisations, and yet still we have so much possibility, in terms of what can be done.
What would you like to see for the future of coaching? Having been coaching for 44 years, I’d like to see it embraced by more people everywhere. Recently I have been coaching people on Facebook. The film opened that particular door for me, showing that people might be open to public coaching. So far, I have done about 12 sessions on Facebook.
COACHES Christy Whitman
Gemma Sala
How did you get involved in the project?
How did you find the filming process?
I enjoyed the process of coaching while being filmed. However, it was very short and I only had one opportunity to coach Rob, which is unrealistic in the field of coaching.
I flew from Barcelona, where I live, to Malaga to join the directors and some of the cast. The crew had been filming for several months, so it didn´t take much time to shoot the session in the set. We had a lot of fun since it was summer, we were near the beach and in the house was a swimming pool to hang out while waiting
I believe that I can really help him at a deeper level but with so many coaches coaching him with different strategies and ways of coaching, I’m not sure it was as effective as it could’ve been if he was just coaching with me consistently throughout the time. What did you take away from the experience? I walked away feeling very grateful for the profession that I am in. I’m very proud of what I do, the results that my clients receive, and the fact that I do something I love and make a great living at it. What did you do to prepare for the shoot? Besides hair and makeup? Nothing really. I just showed up and asked the questions and allowed him to guide the session as I do with all my clients. What do you hope people will take away from the movie? I hope other people will see this movie and see how effective coaching can be. I hope it illuminates for them what coaching is, and that they are encouraged to get a coach themselves. I truly believe in the art of coaching and what it has done in my life. I believe everybody needs a coach. Is there anything in the coaching industry you'd like to see change? Yes, I would love to see only people that have gone through an actual training program coach. And I would love for people to only be able to call themselves a life coach if they have been certified. Unfortunately, there’s a lot of people that call themselves a life coach and they don’t make a living at it, nor have they been trained in the business of coaching.
What do you hope people will take away from the movie? The mission of this movie is to inspire people to overcome challenges by taking action, transform their lives with the help of a coach. As coaches, we can work with a wide variety of personal and professional issues. I also hope that leaders can see how much coaching can help them to reduce the “Loneliness of Leadership”. Leaders can take a lot from the coaching process and then positively influence their teams and organizations. How do you think the movie will do in Spain? “Leap” is a documentary film made under American standards and 3 out of the 4 coachees that appear, are Americans. I think some people in Spain might find it more difficult to identify from a superficial level, because on a deeper level, most client´s difficulties and challenges are quite common in all the western countries. What would you like to see for the future of coaching in Europe? I would love to see more people inspired in taking responsibility of their own lives and increase their awareness to become a better person and to contribute in making this a better world. I believe this is the purpose of Coaching. Coaching has a great future and potential, and I would like to see more people wanting to do coaching to overcome their challenges. I believe it is essential for leaders and would to see more people doing research. I am particularly interested in bringing a stronger neuroscience focus into coaching.
By Glen Murdoch It started with a desire to share the skills and knowledge that transformed my own life and turned into one of Australia’s most successful Life Coach Training College’s. I was a Phys Ed teacher with a life story that could have easily rendered me dysfunctional; and for a period, maybe it did. I look back fondly of the changes and growth both as the owner of a Coach Training College and, more importantly, the changes I’ve been able to make as a man. After completing my own personal development courses and becoming a Master Practitioner of Coaching, Sports Psychology, NLP and other therapy models, and then immersing myself in the one-toone coaching service delivery, I launched my first two-day ‘Quick Coach’ course in late 2011. I had no idea if anyone would turn up and to be completely honest, I had no idea if I would really be any good at Training Coaches. I knew there was a hole in the market and hoped there would be a market in the hole. Page 32
Fast forward to 2018 and The Life Coaching College has just under 1,500 coaching students around the Globe, an incredible new training facility in Melbourne and a full complement of coach training programs in WA, Qld and NSW. My vision is simple; “change the world one life at a time” and the students our College attracts share this vision. We are proud to be Australia’s leading Coach Training College with the most live, face-to-face, in-room trainings of any provider. The student learning experience is our prime focus, and we are constantly reviewing our delivery and adding more support, resources, programs and content to deliver to their expectations and beyond.
My background as a teacher shaped the way I want to teach and I still believe the only way to learn the skills of Coaching is to immerse yourself in them, practicing with clients. The two-day ‘Quick Coach’ program was so basic when I look back at it now, and yet it was incredibly effective. If you had told me back in 2011 that I would one day own a College that was delivering 350 days of live classroom training per year, backed by hundreds of hours of on-line additional content, working with some of the world’s best trainers and impacting the lives of thousands of people, directly and indirectly, each year, I would not have believed you. The Life Coaching College has grown from demand. Demand from more students joining our College each month and their thirst to learn even more. www.coachinglife. com.au
We have a handful of graduates who are now turning over, in excess, of 1 million dollars a year, which fuels my team’s desire to keep the content cutting-edge. It’s a great challenge to have.
The online social group allows students from around the country to post questions and share experiences and insights. The philosophy of ‘we rise by lifting others’ is status quo at the Life Coaching College.
We also cater to the coaches who dabble or are driven by community service. There is more to success than money. The depth of knowledge and breadth of skills our coaches take on is exceptional. It’s satisfying to hear from the trainers, some of whom have trained for the biggest brands in the live-learning-sector around the world, how the Life Coaching College’s students are a joy to work with. We are proud to attract the people who have a mission to make a positive impact in the world. They want to be the best at what they do, and what they do spans such a wide space. We have coaches in therapy, healing, fitness, health, business, wealth, leadership, executive, fashion/styling, children, relationships and so much more. The community spirit of the Life Coaching College is something the students speak of most passionately. There is a genuine desire to lift each other higher. www.coachinglife. com.au
If the student isn’t yet 100% clear on what they will do with their qualifications, we suggest they begin in our Diploma Course, which gives them all of the tools to set up their business and start coaching. We even supply a done-for-you web site and a 12-step coaching system to get them started quickly. We have taken all the hard work out of getting started.
One of the questions we ask people who enquire with us is ‘what do you want to do with your coaching skills when qualified?’ We find that most people have an idea of what they see themselves doing as a coach, albeit vague, and we pay attention to this. Not everyone comes to coach training to be a coach, there are those who see personal/professional development as the end game. We encourage students to choose their own journey rather than apply a one-size-fits-all course.
The Master Practitioner of Coaching program gets more popular each year. This is the business end of town for those serious about coaching as a profession or for those in executive leadership. With 15 units delivered over 45 days of live training and another 6 on-line units, this tool box is bursting, and it equips coaches with the skills to go into any organization as a trainer, speaker, keynote, coach or mentor and work one-to-one or one-to-many, in-person or online. The days of a 2-day Quick Coach course are certainly long gone! I believe it’s important to keep one eye on quality (of content etc.) and another on the pace of change and the needs of consumers; in our case, students. Page 33
It’s becoming more common for people to want a custom training experience that serves a specific career outcome. The beauty of our longevity in business and breadth of programs is that we can accommodate that need, fast. Our newest programs in development for launch 2019 cater to this sector specifically. As an ICF recognized training institution, we offer the world standard in coach training.
Standards matter
Standards matter and the constant pursuit of excellence is our culture. My seven years in the Coach Training business has taught me so much. The mistakes I have made have been, and continue to be, my greatest gifts. My personal business standards have served me well throughout.
I have built a successful coach training college where I played every role in the business myself to get it started. I invested lots of my own money and took risks that, at times, were scary to take. There’s nothing I have done that others couldn’t do too, and yet I now totally appreciate why people choose to not do it. Page 34
Whilst scary, it has also been completely rewarding, and the lives we have changed make every hurdle or set-back a worthwhile experience. Now I have a National team of trainers, consultants and crew, I can appreciate my own achievements a little more.
Still working hard and still passionate about the student experience, I have appointed our first ever GM and a professional team of people who make the magic happen. There are mountains still to climb but as I pause to reflect for this article, I am grateful and happy. At the end of the day, that’s what it’s all about.
As all coaches know this question is too simplistic. As a coach, you are expected to be a leader, a teacher, a parent, a counsellor, a guide, a dictator, a sounding board, a psychologist all at different times for different people or the same persons. However, given the theme of the magazine is around TRAINING, let’s take a closer look at how this plays out in your role as COACH. The coach role requires the person charged with that responsibility to prepare an individual, or a group of individuals (team) for their best possible effort(s) so that these may translate into the best possible results. This preparation includes three phases – • • •
pre-event or pre-competition coaching, in-competition coaching, and review and setup for the next event or competition coaching
Competition in sport is easy to understand.
In business or corporate life, competition is occurring every day. In fact, in many markets, it is even occurring 24 hrs a day, 7 days a week. For ease of understanding the topic of Training though, I will use sport as the prime exemplar and make application to business or corporate when necessary. Phase 1 of getting properly prepared for competition is the leadup to the event. It is in this phase that the majority of training will occur. Of course, the Coach will have outlined what the event is; what is expected of individuals and of the team if it is a team event; what the various roles are of the athletes competing; and finally, what are the technical, physical, mental, tactical and team skills required to give the individual and the team best chance of meeting the desired outcomes. In other words, the Coach’s outline provides all concerned with the WHY, the purpose, for pre-event preparation. The WHY gives meaning to the often arduous and tedious TRAINING that needs to occur in order for an athlete and a team to have themselves ‘game ready’ to deliver their skills.
Training provides the muscle memory opportunities through continuous repetition of a skill or a drill. Training gives the body an understanding of the physical demands that the actual event will demand. Training gives the mind the tactical decision making needed for in-game situations, all the various scenarios or rehearsal circumstances that an athlete or the team may encounter. In the workplace, Training is used similarly. For making the business systems and tasks that require a set or safe or procedural response, then staff will learn through courses, repetition, and generally by doing. Often such tasks come with in-built feedback direct to the person, by online/course checking that the task has been learnt or performed correctly, or by a supervisor providing detection and correction of errors.
Where the job has an obvious physical component, then it may require certain physical standards being met before being accredited to undertake the role. More often than not in the workplace, the physical component of the job is overlooked or treated as a low priority. Scenario or rehearsal training will be provided in certain circumstances; but normally, good decision making through clarity of thought, being composed under the pressure of timelines, project demands, and/or the bosses’ needs is learnt through coaching combined with personal experience. Whether it is the sports field or the workplace though, it is always the objective of the Coach to enable his or her athletes or ‘business athletes’ to be ‘their own best coach’. Through a combination of coaching and training, an individual will know how they produce their best results, their “PB”.
Once knowing how to perform at their best, individuals can then drive their own preparation preevent, during the event and postevent. He or she will know what they need to do technically, physically, mentally, tactically to give themselves best chance of getting the desired results from the meeting, the project, the day and so on.
There is no doubt coaches are both dependent upon the circumstances. As all coaches know, the role is multi-dimensional, due to the range of circumstances. However, as a guiding principle, good coaching is about providing the learning environment in which their person(s) for whom they are coaching learn how to become ‘their own best coach’. A coach’s real purpose is to educate. Training is one tool in the coach’s toolkit.
The Coach’s or the leader’s role is to be come as redundant as possible – get out of the way and let the individual do their job; observe performance and provide immediate and accurate feedback to the person so that they can make improvements in performance, and ultimately results.
John is a Peak Performance strategist who uses his successful sports coaching methodology to help individuals, leaders and teams create their own ‘Everest’, guiding them on that journey, through inspiring strategy, mobilising action, and igniting results. Clients have included Vale, BHP Billiton, PWC, MLC, KPMG, Telstra, Queensland Cotton, HSBC, Qld Government, Daimler Chrysler/Mercedes, PGA Australia, the English FA, ECB, etc. In 1994, John Buchanan delivered Queensland their first Sheffield Shield and in 1999 became the Australian Cricket Team coach. Currently John is involved in International Leaders, specifically in Queensland, Victoria and South Australia. He is also a Director of RPM360 – a company targeting change in corporate coaching culture. John is also an author of some note, having authored three books including his first book, “If Better is Possible”, described as insightful, entertaining and relevant to leaders or coaches in any field. Page 36
So back to the original question – are coaches educators or trainers?
I love speaking! The privilege of standing on stage and sharing a leadership communication message 1:many… well, it’s the biggest stretch and the best move I made commercially to amplify my influence and bring about real, relevant change in the shortest timeframe. Fast forward from the days of the red blush slowly creeping up my neck, to the boldness of stepping into the spotlight and presenting at conferences and events for various employers as a senior executive, I made the courageous move in 2009 to step out as an entrepreneur with a message.
Join us at the annual PSA Convention, being held in March 2019 at Peppers SALT Resort Kingscliff, NSW Australia and come be a part of the tribe that experts like Allan Pease CSP, Amanda Stevens CSP, Keith Abraham CSP, Michael McQueen CSP, Rabia Siddique CSP and Louise Mahler CSP all call home.
I knew I wanted to be a professional speaker first and foremost and reach the most amount of people I could in face to face encounters, but where did I start?
Learn more about the industry peak body, membership pathways and convention when you visit www.professionalspeakers.org.au
Navigating the tightrope of placing value on my IP and marketing myself required a different set of skills and this came with huge emotional attachment to the outcomes.
Speaking Increases Coaching Opportunities It was after my first paid speaking engagement in 2009 that an audience member came up to me and asked me if I also did coaching, as she wanted help beyond the event. We discussed this at length. I embarked on more research and study and developed our pilot coaching program as a result. Nine years on and our business model includes a healthy percentage of coaching and consulting in addition to the conference speaking, breakout sessions, high-stakes facilitation and keynote presentations that I deliver.
Something needed to shift, and I knew what I was looking for. I was on the hunt. I began researching and looking for the people running businesses as professional conference speakers, and I found them. Joining “Professional Speakers Australia” in 2009, was the single best move I made. I had found the industry Peak Body association I was searching for. It’s here I chose to expand my thinking, consider different business models, connect with my peers at our monthly professional development events and contribute as a volunteer.
Pathways to Professional Speakers Australia membership Are you generating more than $50,000 a year as a paid speaker? You may be eligible to join as a “Professional Member” Do you have a lot of conference experience and have you derived more than $400,000 directly from presentation-generated revenue as part of your business model over the past years? If you have, you may wish to explore the designation criteria for Certified Speaking Professional – CSP.
Oh, and the rewards? This year I’m serving as PSA National President and Chairman of the Board. It’s pretty special giving back to the association and our members, who gave so much to me, while our business continues to reach into the hearts and minds of leaders.
Professional coaching requires a high degree of self-motivation and self-management. Performance reviews may be one thing you miss from your days in the corporate world.
You can gain real insights into your self and your clients by taking some time twice a year to step back and assess how far you have come.
•
So, let’s reframe the performance review as an opportunity to highlight the achievements of the year and position yourself for the future.
•
Taking stock is important for ourselves as well as our companies. It can enable you to work out if the job is giving you what you want and if you are performing to your own satisfaction. It can also give you evidence to counteract your critics. Every year I do a personal annual report alongside one for the company. The measures in a personal performance review can differ from those companies set. Things to consider are:
NUMBERS •
• • •
Number of clients, participants, marketing and networking activities? What did was my income / expenditure / savings? Where did my income come from? What did I spend to earn it?
ACHIEVEMENTS • • • •
What are the highlights or major milestones of the year? What did I do that pushed my organisations forward? What strategies were completed or developed? What is different now compared to 12 months ago?
VALUES
•
How did I express my values through my work? What did I do that brought my values to life and contributed to someone else’s experience? How did I make a difference?
One advantage of this personal performance review is that it replaces habitual self-criticism with constructive and rational selfassessment. Despite sometimes feeling that I was not doing enough, or nothing was happening; when I undertook the review, I discovered that in reality there was considerable work done and worthwhile outcomes achieved during the year. When I asked myself these questions, I was generally happy with the answers. Could I have done more? Well probably. Would I do things differently? Of course, we are always learning. Am I proud what I have done? Yes! I am. And looking forward to doing more. It need not take long to review your performance but there is value on taking regular stock. Even when working alone (maybe even more so) we need to step back and assess: where are we now, and then where do we want to go. Sharing this information with the people around you is also important. Ask for feedback and suggestions. Be courageous and generous. It is surprising how often people are willing to help if only they are asked.
It is wonderful how often someone is willing to celebrate with you too. One of the reasons that holds us back from having the life we’d love (based on our research) is negative self-talk. Taking an objective appraisal of your year to date can bring you clarity and confidence. It is all too easy to let the supposed failures overtake the achievements in our world. So, acknowledge all that you have done in the past year, be proud and let someone else see how wonderful you are. ABOUT THE AUTHOR Judith Bowtell of Albany Lane is an executive, emerging leader and career coach based in Sydney Australia. She is expert in supporting the development of people, at any age and at any stage, using a values-centred approach to professional and career development. If you want to know about what I do go to and how it can help you have the working life of your dreams: check out www.albanylane.com.au
Structure creates space is a philosophy proffered by my partner when he harkens back to his rugby coaching days. I love rugby, go the All Blacks! Guess where I hail from? I don’t however, love structure. I adore the free-flowing back line as they pass effortlessly backwards in order to move forward towards the try line. Such a contradiction, yet one that works perfectly for the conversation we are about to have. Without a structural backbone, working tirelessly behind business, there is no space for creativity or what is often conceived as the privilege of team culture. To this non-process driven, somewhat scattered thinker, logistics and structure are something I avoided for far too long. Life, as it does, literally came trotting along and forced it upon me, decentralise and get organised or suffer a prolonged business death lead by pedestrian thinking and the inability to face my greatest fear, systems. In the middle of my personal evolution I found myself spontaneously purchasing 7 acres www.coachinglife. com.au
atop the grassy slopes of the Currumbin Valley. A far cry from the Eastern Suburbs of Sydney, which is relatively central to, well, everything. Perfect for my pony but not so much my coaching business, one built on personal interaction, hands on service and a tight knit team. The principle “build it and they will come” springs to mind. What a catalyst that proved to be. The first challenge, how to retain our signature personalized service and just as importantly, figure out how to stay connected and invested with my coaching team. I was to discover that the client solution simultaneously provided the coaching solution. Whether through solid hiring practices or luck, I happened to be surrounded by exceptional people whose core strengths, among others, are attention to detail and thoroughly organized thought; reining me in whenever I am distracted by something sparkly on the floor, a not infrequent occurrence. The exciting part of business for me is the “where to next” and “why not do this”, or “my
clients will love this”. Ideas stuff I suppose. That’s where organized thinkers come into their own, taking those scattered ideas and systemizing them. When you move to a regional centre, finding new ways to connect becomes a necessity. Getting over yourself as the font of all knowledge in your niche takes a little longer. What I thought was a super complex level of knowledge gathered over 20 years as a coach, could actually be trimmed up, slimmed down and slotted into a manual that someone without my 20 years of experience could follow with targeted training. I can recommend taking the time to build manuals, send them to the cloud and update with monotonous regularity. Building an international coaching business with an off-site team meant doing business 100% on-line.
More systems. Page 39
I still find it tedious, but automation has become our saviour. Whether it’s our on-line database, Infusionsoft, that manages sales funnels, newsletters and analytics or our automated calendar, Appointmentcore, where each coach can manage their own time and appointment planning, to Asana, who I have named “Peabody” as she sorts ideas and projects and doesn’t let me forget anything.
Everyone to a core, is a selfmotivated individual with a mature mindset who requires little if any managing, support yes, motivation no. I cannot tell you how important it has been to work with people who you trust, who care and who take responsibility for their own day-to-day projects. Sounds as if I leave them to their own devices, and to a large degree I do. That’s the trust bit.
People come first and when the systems are in place, it is much easier to live that principle. If you have hit a fatigue wall, fallen off your horse or have a sick child, they all come first.
Business, I have found, can usually wait.
Recently one of my coaches hurt herself. Ending up flat on her back for 2 weeks during what can only be described as an explosive influx of bookings, no exaggeration! Everyone pitched in to cover her absence, why? Because we have all had those moments. That thinking applies to our clients as well. If they need an appointment after hours or call on the weekend we often take it. If their interview is 24 hours away and we are fully booked, we’ve been known to conduct an impromptu coaching session. Some help is better than nothing – right.
Here is why structure works so well. My colleagues and I work from our own homes wherever that may be. We also coach via SKYPE with pilots located in over 15 countries.
However, being located offsite doesn’t translate to being out of touch. With mundane daily procedures, or as we call then in aviation “SOP’s” (standard operating procedures), taken care of, when Team Pinstripe touch base it’s for much more interesting conversations. A client with an unusual medical issue to mull over, or a fast jet pilot with a scintillating combat story to recount. Even a simple back patting SKYPE call because we smashed a super hectic coaching week. One of my coaches has even nailed; let’s call them “Kirsty-isms”. Phrases my long-term clients have heard over and over again. Like “there was this one time…at band camp.”
Care and effort are always repaid tenfold.
I could have rattled on about debriefs, centralized google folders, coaching manuals and weekly meetings, we have all of those. But that is not what ensures the Pinstripe team is motivated and fresh. The systems are merely a means to an end. They allow us the freedom to be who we really are. We are a group of motivated individuals who support each other whenever and wherever we can. We are a group of people who care about each other and our clients and who strive to do the right thing. www.coachinglife. com.au
We are a group of people with remarkably different skill sets who value each other’s different strengths and understand each other’s weaknesses. Ultimately, we are a group of people who communicate. We as a team, have systemized the small stuff, creating space to focus on the ‘people stuff’. My latent fear of systems was to our detriment. When life in the countryside forced me to embrace automation and procedure, it freed me, and ultimately my team, from the slavery of monotonous tasks. Supporting a smarter work life where we can focus on the most important thing in the world, people.
Founding Pinstripe Solutions in 2000 in response to the collapse of Ansett Airlines her Executive Coaching business has grown to specialize in Aviation, ADF and Emergency Services. Her team of off-site coaches works worldwide in 15+ countries via an on-line business model. She is a compelling writer and 2018 will see the launch of her first business book “The Albino Chameleon – Building The Story Of You”. Kirsty is a monthly contributor to Australian Aviation Magazine and guest on podcast Go All In and Australian Aviation Radio.
"Carefully observe oneself and one's situation, carefully observe others, and carefully observe one's environment. Consider fully, act decisively." - Kano Jigoro – Jiu-Jitsu Martial Arts Master
THE BUSINESS COACH’S STRATEGIC PLAN FOR EXTREME DISRUPTION By Paul Manning
How do I prepare a Strategic plan for the unexpected? When it comes to strategic planning, I’m often asked the obvious question: “How do I prepare a strategic plan for the unexpected?” Well, that is exactly the point! It is surprising just how many business owners have simply never written down a plan. One with enough detail to follow; with a well thought out sequence of steps to take when things aren’t going “according to plan”. In the personal development universe, the focus tends to be placed so much on a mental picture, that we can forget some of the Page 42
basics… Visualization and goal setting are at their most powerful when you write it down!
You then need to lay out the steps towards the implementation of that process.
A strategic plan is a tangible document that you can show the bank or the management team.
You established a business because you can provide a solution (product or service) to solve a problem for somebody. Your passion and purpose hopefully align with that solution.
Corporations labour over large complicated documents, SMEs who want to remain nimble should keep them concise.
Clarity of Purpose If you look up the definition of strategic planning, you will find that its purpose is “to strengthen and protect your position in the marketplace and to align the team behind a vision”.
Then your vision, values, value proposition and strategic objectives are clarified. www.coachinglife. com.au
Work out:
Risk Management
Maybe not so unexpected?
• • •
How do you build a Strategic Plan to lessen the impact of a major disruption to your business?
Look at any stock chart and you can begin to understand some clues in things like business cycles that will cause “unexpected disruption”, even though the unexpected has a high probability of occurring!
•
Where are you now? Where are you going? What’s your competitive advantage? How will you use that?
Prioritise strategies and transform those into actions.
Constant Change The thing to remember is this: If you are not constantly moving forward then you will get left behind. The world is moving rapidly, and the rate of change of this evolution is increasing. If you think about that poor old frog… the one who does not notice the temperature of the water increasing until he gets boiled to death, you appreciate that disruption is a constant. Thus, a Strategic Plan ought to be a living document, with a continual improvement process embedded in it to prompt progress.
The Disruption Now, what about the unforeseen? The point is this: How can you prepare for disruption, if you can’t see it coming? Sir Isaac Newton, the very same man who gave us “For every action there is an equal and opposite reaction” and clearly a man of great intellect, was financially ruined because he allowed the heart (emotions) to over-ride the head (logic). At the crux of the matter is the observation that Albert Einstein made, telling us that we would not be able to solve our problems with the same thinking that created them.
www.coachinglife. com.au
The answer lies in risk management. This is a key point. In the world of business and money, the reward lies where there is risk. The smartest folks will manage the potential return on that investment against the probability of loss. Humans use about 5% of their mind to consciously interpret the flood of data coming in through their senses. The 95% that is handled by the unconscious mind (values, beliefs, attitude, emotion), also runs in the background to keep us breathing, standing upright and dilating our pupils in the darkness. Risk mitigation (flight or fight) was handled unconsciously when we were cavemen – it kept us alive. Strategic decisions and planning how to survive a harsh winter, or how to read economic signals when running a business, is now a conscious process. It can’t be done effectively without understanding the data that’s going to impact those decisions. Leaving this to emotion and the unconscious mind might lead to financial disaster!
Then, make a plan!
The Process Ask questions. Drilling down further on the answer to each question will produce a sequential set of points that can be teased out into a plan of action. Try using: “For What Purpose”, or “And Then What”. Ask this of each answer 6-10 times in a row. In various roles over the past decade, I have been able to design a number of disruptive models – in response to disruption itself!
Disruption is here to stay. Be prepared.
Learn about or seek advice on the 5% that affects your finances. Paul Manning MBA, B.Sc.Agric, Dip. Project Management
Paul has proven abilities to critically analyse macro problems and develop and lead a vision. Having lived and worked in some of the most challenging economic environments imaginable, including a civil war, economic sanctions, price controls, and subsequent hyperinflation and financial collapse, he brings a depth of problemsolving and strategic planning that few other business advisors have experienced.
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By Derek Morgan
The Secret to Duplicating Your Best Performers. 1. Make mentoring easy To Do 2. Make it easy To Do consistently 3. Have visible accountability without having to do more reporting 4. Create systems to capture and scale IP At the end of this article we will point you in the direction of a simple, yet powerful application that can help you successfully deliver and scale mentoring for your business or clients. First, let’s look at some of the challenges and opportunities. There is one thing you can guarantee any organization and that is their best people are leaving sooner or later, for one reason or another. One of the biggest missed opportunities within many organizations is how to effectively capture and scale the intellectual property and experience that resides within their best people. www.coachinglife. com.au
Whilst informal training, or mentoring is widely accepted as a powerful and highly leveraged way of training people.
For example, one business we are working with who is a big advocate of mentoring, runs an international organization with thousands of staff.
The unfortunate reality is that many organizations do not maximize the potential of the talent that exists within their business.
They have a structured mentoring program that covers 3 levels of executive and management for over 5,000 employees.
Even within large companies with focused HR teams and dedicated mentoring programs, the best of intentions can quickly lose momentum if you cannot effectively get your staff to execute on the mentoring program consistently and the results are not measurable.
Despite having a structured program and a manual on what mentoring is and how it needs to be delivered. There was no way for the organization to track the progress and success of the mentoring program and ongoing relationships between Mentor and Mentee. To set an organization up to succeed with informal training or mentoring we need to look a little deeper at the secrets to mentoring success.
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Make Mentoring Easy to Do In the hectic environment that is business today, if systems and processes are not easy to do, and just as importantly reminding people to do it- then consistency suffers.
Make it easy to do consistently
Accountability without more reporting
Far too often mentoring platforms are not mobile friendly. Now days convenience is the key to success in most things.
‘What gets measured gets managed’ – however the last thing frazzled managers or staff need is more manual reporting. Particularly when it comes to something as subjective Ideally if you want a mentoring and potentially as individually unique Technology abounds in most program to be effective, the mentors as mentoring. companies. However, it never ceases and mentees need to be able to to amaze us how difficult it can be to manage the mentoring relationship in Ideally you want a platform or effectively develop and deliver a way that fits with busy schedules. program that can give HR and internal processes on existing management insights around This engagement flexibility becomes resources. engagement within the mentoring even more critical when it comes to program. Typically, you end up with a complex mentoring programs for C Level, set of tools, processes and yet more Executives and Senior Management. When you understand the level or ‘How To’ training on how to run your Travel and scheduling for lack of engagement within your mentoring programs. accountability sessions can be mentoring program, then you can incredibly difficult. make strategic decisions to positively This is largely the reason there has influence your informal training been such a high level of growth and The easier the communication and results. demand for specialist applications engagement process is, the greater and platforms in the mentoring the likelihood of success for the For example, if there is very little in space. mentoring program. This is where the way of new goals or tasks being simple systems and mobile flexibility generated within the mentoring In the past, one of the biggest can make or break the success of the relationship you can start to question challenges with delivering and mentoring program. the level of engagement. Likewise, if growing a mentoring program for goals are being set and not met, then SME’s and corporates, has been the you can start to review the level of cost of dedicated mentoring software accountability within the mentoring to be able to systemize the process. program. Fortunately, the cost of software, Having the flexibility for HR or systemization and training is being Management to be able to influence overcome by specialist mentoring the match making process is also Apps that have an affordable entry critical to success. cost, making them cost-effective at scale for both SME’s and Corporates. Ideally you want your mentoring report on engagement rather than having a manual or subjective reporting process and yet another thing the team needs to do. Far too often, the only visibility around the mentoring process is handwritten notes, a raft of emails and various communication spread across a wide number of communication apps. This makes it very difficult to reflect on the coaching or mentoring process, let alone measure success. www.coachinglife. com.au
Capture and scale IP When you have a key employee or high performer, being able to capture and scale their formula for success can have a big impact on individuals and teams. This is where collaboration can add massive value across departments and even across the globe. If your mentoring program and platform makes it easy to systemize the mentoring process, capture what is working and easily share and scale that information or action, now you have a real recipe for success at scale.
Mentoring Tools Once you have captured a proven method for success in a systemized process, you can then scale across an organization and have that IP live on within the organization, even if the author leaves the company. Again, being able to share successes and more importantly having a platform that makes it easy for other staff members and teams to be able to adopt proven processes is the key to successfully scaling what works.
When it comes to mentoring applications, a great place to start is Mentifi. If you would like free trial access to this powerful and cost-effective mentoring app simply visit:
coachinglife.com.au/mentifi
