13 - Destination Edition

AUSTRALIA’S #1 COACHING MAGAZINE

SPORT // BUSINESS // LIFE // SPECIALTY

ISSUE THIRTEEN/SEPT 2017

$12.00 RRP (inc GST) UNSCRAMBING COACHING (part II) // 5 FACTORS TO MAINTAIN THE RAGE, BUSINESS CATCHING IN 3 STEPS // CHIEF DEFINITE AIM AND MUCH MORE …

Coaching isn’t always easy, but it is always worthwhile.

Stewart Fleming

FROM THE EDITOR For 3 years, Coaching Life has been publishing stories, tips and the best coaching information from Australia and around the world.

As a coach, I approach any new idea or technology with the same question. Will this work for my clients and does it help achieve their outcomes?

We have seen some amazing advances and shared incredible knowledge but I realise now that this has been just the tip of the iceberg.

I now actively use information discovered in the field of Enteric Neuroscience because it helps my clients deal with anxiety much more effectively.

The advances that I have seen recently in the field of human potential have left me shocked.

Other research, while interesting, is useless or only creates minor advances in a few clients.

The technology and growth potential we, as coaches, have access to is unprecedented in human history.

As a coach, you know that learning is part of the job description and that is why Coaching Life exists.

If you are already a great coach, you know that constant learning is part of the job. The pace of that learning is accelerating and those coaches that embrace this will help shape the world as we know it.

So what are all these new technologies? Biotech, Nanotech, Cybernetics and Microbiomics are leading the way. Since the early sixties, Neuroscience has been advancing our understanding of the brain but this field is now expanding and working with all these other fields to show humans as an integrated (coachable) unit.

While these individual advances continue to astonish, they should also be approached with a healthy dose of scepticism.

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If you know of breakthrough technology or techniques that can be applied to coaching, get in touch and share the knowledge.

Together we can improve coaching and outcomes for everyone.

Happy Coaching.

Stewart Fleming Editor

COACHINGLIFE SEPTEMBER 2017 ISSUE 13 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 editor@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.

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ISSN 2205-6963 Copyright Operait Pty Ltd All rights reserved.

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CONTENTS

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10 0 20

17 7 AS SEEN ON TV

14 0

22 17 THE COACHING JOURNEY

As coaches, we work with ideas all the time and Kevin Harrington, the original shark from Shark Tank and inventor of the Infomercial knows a thing or two about selling ideas.

Kevin Harrington Key Person of Influence

Having led two expeditions to Mount Everest, one from the Tibet side and the other from Nepal, David knows about travelling the hard road and what it takes for a coach to see the View from the Top. David Lim Everest Motivation

10 UNSCAMBLING THE EGG – Part II

20 GETTING SHIT DONE

In Part I, Wayne looked at what was broken in the Australia’s coaching industry and how we got here. In Part II, he provides some answers on how we can move forward and change the landscape of Australian Coaching.

Wayne Goldsmith Director WG Coaching

Finding a way to stay organised is a tough job, even for the most organised coaches and don’t get started with our clients. Adam Jelic, founder of MiGoals, shares his experience creating the MiGoals range of stationary and his vision for organisation.

14 DESTINATION - YOU When we think of the word ‘destination’, we rarely assume that it personifies the present, let alone a person. Renee, owner of Australia’s No 1 blog on dating, shares her insights into setting a client up for personal success.

Renee Slansky Relationship Coach

Adam Jelic Founder MiGoals

22 FIVE FACTORS TO MAINTAIN THE RAGE There are 5 factors which give a team leader the best chance of delivering peak performance consistently and constantly. John explores these 5 factors and shows how they can be put to use with your clients and athletes.

John Buchanan Cricket and Corporate Coach

www.coachinglife. com.au

27

33 30 42

37

40

27 THE FUTURE OF HUMAN DEVELOPMENT

37 CHIEF DEFINITE AIM

From a small gym in Sydney to the edge of the stratosphere, Dr Andy Walshe has been on his own quest to discover the limits of human potential. How far can these limits be pushed and what do we, as coaches, have to look forward to?

Andy Walshe High Performance Leader

Any target, left still long enough, can be hit. The Chief Definite Aim is a tool for helping focus your clients. First published by Napolean Hill in 1937, it was famously used by Bruce Lee to help focus his mind and efforts. Use it for yourself and your clients for amazing results.

Brendan Zischke Education Coach

30 REACHING YOUR DESTINATION At the heart of coaching is the movement from a current place to a different, preferred future. Coaches help their coaching partners identify and clarify that preferred future.

Use these three universal human needs and blast your next coaching session.

John Campbell Growth Coaching International

40 THREE STEPS TO BUSINESS COACHING

33 PLAY BIG

42 SOLVE YOUR PROFILING DILEMMA

As the first female coach in the NFL, Dr Jen Welter has had to set her own destination and course. Having most recently coached the Australian Team, she gives her top tips on getting the most from yourself and your team.

Dr Jen Welter NFL Coach

Ever wanted to move into the lucrative world of business coaching? Follow these three steps to build your authority as described by Samantha, host of the Ultimate Influence podcast.

Samantha Riley Marketing Coach

Coaches and consultants know that to do the best work with their client, they have to understand them, what motivates them, what holds them back and how to manage them for the best results.

Lindsay Adams Coaching Tools

www.coachinglife. com.au

Kevin Harrington

In the early 80’s, I was watching Channel 30, the Discovery Channel and I noticed that there were no programs in the early hours of the morning. The Discovery Channel was a nationwide channel shown in more than 200 cities around the country.

I rang Discovery the next day to find out why it was broken. They said they ran their program, which was six hours, three times a day, giving a total of 18 hours of viewing. They had no desire to show programs for the other six hours.

With just $25k capital, I bought that space and created the very first infomercial. This was a commercial that was 30 minutes long and many thought it wouldn’t work.

So, from 3 AM till 9 AM, my infomercial played on the Discovery Channel and we made $28 million in sales in the first three years.

My dream team included a past bank president who spoke the language of banks and make pitching much easier to that audience.

On the success of this program, we bought time on a bunch of other channels including Rupert Murdoch’s Sky channel in the UK, Sweden, Holland and Australia.

There have been many changes in the financial world since then.

Banks will only loan against assets but today, crowdfunding and Shark Tanks have created other funding sources. There is also Regulation A+ (Reg A+), which is a mini IPO, selling equity on the Internet to small investors.

While my initial investment was just $25,000, I needed to raise more funds publicly. Raising money in the beginning was very difficult because I was in my 20s and the banks just laughed at me.

When they saw I had made more than 50 million in sales and had created a dream team, they took me more seriously.

The idea of selling stock on the Internet allows small and onetime investors to get a share in a growing company. I’ve personally raised $9 million in one deal which would not have been possible under the banking model, including $100 investors.

There are a lot of companies doing creative IPO deals these days. We’re doing plenty of these types of deals but there are many people doing it foolishly and I predict that there will be repercussions. I think in the future, they will tighten up regulation in the Reg A+ space.

One company I dealt with raised $400,000 on Kickstarter which generated 2,000 sales.

Unfortunately, they spent the raised money foolishly and I had to bail them out to fulfil their orders. As you can probably guess, I didn’t do it for free.

If you’re looking for funding, I always say you should start close to home. Start with friends, family and even suppliers. We recently raised $28 million by talking to suppliers who had a vested interest in the company’s ongoing success.

Beyond the ‘close to home’ would be Reg A+ or equity crowdfunding. This is trending very high in the US at the moment.

Either way you need to be good at pitching and for me, the three top tips for a perfect pitch involve the Tease, Please and Seize.

TEASE You start out by teasing your potential investor with the problem. This is where you set the hook, planting the seed to get the investors’ attention.

The better you can show the problem, the easier the rest of your presentation will be.

PLEASE Don’t forget to demonstrate all functionality if you can but a trick is to leave something as a surprise, so that you can show extra value. This is the “but wait there’s more”.

Where possible, get testimonials from consumers, professionals or celebrities. If you have scientific results, show them but make sure your claims are justified and where possible use numbers to show you know your content.

Make sure you have done your research and competitive analysis. Any investor will want to know the facts, figures and statistics of your product and the competition.

One of the most important elements is your team. This shows that you are not on your own, and gives the investor confidence that you can deliver on your promises. A well-defined operations team must be either planned or in place to take care of the solution.

Know why you need the money.

While this might sound selfexplanatory, an investor will want to know what you’re going to do with the money should they choose to invest.

How are going to generate the buzz around your product?

A well thought out marketing plan will not cover all the possibilities but will show that you’ve thought about it.

Investors usually know that projections are guesses at best.

A planned marketing campaign should address as much change as possible.

SEIZE After you present your case, it is time to seize the deal. Ask for what you want, present the final call for action and expect the response.

If the investor says no, at least you have practiced your pitch and got the message out there.

Many deals have occurred because people watching the shark tank saw the sharks miss an opportunity.

The more you practice, the more authentic you will become.

Remember it’s up to you, so go out there and make it happen.

WHAT’S YOUR IDEA WORTH?

Unscrambling the Egg PART II

Re-Thinking and Re-Shaping Coach Education and Development in Australia

By Wayne Goldsmith MOREGOLD PERFORMANCE CONSULTING The ’80s were a special time for coach education in Australia.

We saw the formation and growth of the Australian Coaching Council and many national sporting organisations who drove the development of the National Coaching Accreditation Scheme.

Coaches all over Australia rushed to become level-1, level-2 and level-3 coaches, unfortunately we’re still doing the same things we were doing 30 years ago.

Why would I – as a coach wanting to learn about coaching and get better at coaching – pay for and attend your course when 90% of what you’re going to teach me is available free and conveniently on the net?

Coaching is the art of inspiring change through emotional connection.

Coaching is change.

Yet...for more than 30 years, this “coach-development-throughscience” philosophy has dominated the Australian coach development industry.

Coaching is much more than lactates, protein bars, YerkesDodson curves and A.T.P. generation equations.

We have many accredited coaches who can measure heart rate, write a program and use an iPad – but in terms of people who practice the “art” of coaching...there’s very, very few.

Knowledge by itself is now worthless.

Mobile phones etc have made knowledge...worthless because things only have value when they’re difficult to get.

Today, coaches can access anything, anytime, anywhere and usually for free in the palm of their hands.

There is no need for coaches at any age or stage of learning to attend coaching courses – except where compliance to become accredited is demanded by the national or state sporting organisation for risk management and insurance purposes.

Organisations measure success in quantitative measures, yet coaching is largely qualitative in nature, striving for effectiveness more than efficiency.

“More” coaches doesn’t mean better sport. Coaching is not a numbers game.

It’s having more coaches who are better at what they do that makes the difference.

The messages are clear – what we’re doing is not working.

THE BOTTOM LINE? Australia is failing to develop sports coaches with the skills required for our current and future national sporting needs.

We are still delivering coach development programs that are inappropriate for the vast majority of coaches, and we’re delivering these programs through outdated and anachronistic information delivery mechanisms.

We want sport to change – we’re investing heavily in developing, modifying, piloting and marketing “new” sports, but we’re neglecting coaches...who are the driving force of effective change in every sport.

COACHING – THE MOST WONDERFUL PROFESSIONAL IN THE WORLD There’s a wonderful saying about coaching: change a life...become a coach.

Change the nation…coach the coaches.

Think back on your own sporting life or the sporting life of one of your children or a good friend.

Remember that wonderful coach who coached you? That amazing coach who taught you the skills and techniques.

The one who had your child laughing all the way through practice?

You know the coach I mean.

The coach that when you get together with old friends and your sports experience comes up as a topic of conversation. You say things like “Remember our basketball coach at high school? Man, he was so cool. I can still remember what he taught me about the game – and about life”.

That’s what we’re trying to develop!

A workforce of “them”: remarkable, committed, inspiring, passionate, engaging, creative, life-changing coaches.

At a time when the nation’s sporting landscape is changing markedly, isn’t it common sense to invest – seriously invest – in the training, education and development of the one group of people in that landscape with the passion, drive, opportunity and willingness to ensure that change is delivered intelligently, effectively and efficiently?

WHAT DO WE NEED TO CHANGE? Whilst every sport will need to consider carefully and strategically how to improve its coach development structures, systems and methods, there are several common issues every sporting organisation needs to face:

1

There’s likely to be a shift away from linear coach development—i.e., the days of the “levels and licences” model are coming to an end.

We’re already seeing some sports reduce their reliance on the “levels and licenses” systems and shifting toward providing coaches with practical, accessible opportunities for continuous improvement and ongoing learning.

2

In spite of the significant investment in online learning, it, too, has reached its time limit.

Coaches do not learn by sitting in front of a monitor and watching a 30-minute video about mitochondria.

No coach will come home at the end of a busy day coaching, log in to an online coach development program, and take notes about advanced periodisation and programming theory from a pre-recorded university lecturer – regardless of the lecturer’s qualifications or brilliant technology.

3

Conventions, conferences, workshops and seminars – done the traditional way – are also on the wane.

Noone is prepared to pay high attendance fees, travel to another city and sit through hours and hours of presenters – “the sage on the stage model” – throwing up PowerPoint slide after PowerPoint slide, and talking “to the slides” rather than engaging “with the audience.”

4

Mentoring has been tried and tried again.

Unless the mentors are committed, dedicated and prepared to work with individual coaches in context – and unless the learners are similarly committed, dedicated and prepared to learn – largescale mentoring programs don’t work either. Just throwing two people together and saying “learn from each other” is not effective or productive mentoring – it’s just ticking the mentoring box.

5

The Australian sporting landscape has shifted dramatically from being focused on competitive sport instead to lifetime fitness, health, recreation, enjoyment and well-being. Yet...we continue to educate coaches to develop the skills of pushing and prodding athletes along the “performance pathway.” Most coach education content is focused on the long-term development of an athlete’s physical, mental, technical, tactical and lifestyle management capacities with an underlying assumption that ALL competitors want to – and will be – elite-level athletes.

Those days are over.

6

The largest group of people in Australia who are coaching are “parents.” Parent-coaches are critical in making sport work in this country, yet they are still mostly overlooked and undervalued when it comes to coach development. Parents are critical to ensuring that young Australians become more active and healthier through regular physical activity.

However, oftentimes, they are burdened – often unwillingly – with the responsibility of coaching their child’s junior sporting team...and they deserve far more support and much greater resourcing than they currently receive.

THE FUTURE FOR COACH DEVELOPMENT Three forces will determine the future for coach development in Australia: 1. The changing demands of sport The data is clear: there’s a significant shift in the Australian sporting landscape from competitive-sport-focused to participation-sport-centred.

Coaches are the driving forces of change – they are sport’s coal face.

Coaches are the deliverers of the product of sport to the sport’s clients – e.g., mum, dad, children.

Yet, investment in coach development in national sporting organisations is relatively small.

N.S.O.s are willing to invest significant time, money and resources to creating and marketing sporting products – e.g., modified games and junior sport development programs – yet seemingly unwilling to invest in training, gaining and retaining an outstanding coaching workforce to deliver those products.

Change the nation, coach the coaches.

2. The changing policy frameworks of funding agencies Governments are increasingly using the logic of big data to make important sports-investment decisions. Many funding agencies are becoming reliant on demographic modelling to determine the needs of communities for sporting facilities and infrastructure.

Coaches will need a different set of skills to survive and thrive as the development of sporting facilities becomes more community-, participation-, leisure- and healthfocused – and less centred on infrastructure built exclusively for competitive sport.

These skills will include the capability – by necessity – to build strong networks and partnerships both within and between sports and to work cooperatively and collaboratively with other coaches, other clubs and other sports industry stakeholders.

3. The changing demands of clients Sport is no longer owned by sport.

It is owned by sports’ clients.

Mums, Dads and others who make the purchase decisions are looking for sports experiences that are client-focused.

AFL, Cricket, Tennis and Rugby League all have well-documented accounts of how they’ve shifted their sporting products from a “take-it-or-leave-it” philosophy to one that provides clients with an experience that is engaging, interesting, fair, rewarding and stimulating.

For the most part, the deliverers of the sporting product – coaches – have not been provided with the training, education or development to lead this brave new sports world.

Coaches need to deliver quality sports experiences based on the needs of their clients, and this shift in philosophy necessitates coaches learning a new set of skills and a different way of working with athletes and their families.

The sports industry is experiencing a period of remarkable, significant and radical change. We need coaches with the skills, expertise and qualities required to lead the industry forward.

The current methods and practices have changed very little in the past 30 years. Technology has made knowledge and information easier to access and online courses provide more convenient opportunities. Does the convenient availability of more information make better, more effective coaches?

Coach development programs are too content-heavy, predominantly based on sports science and lack a genuine commitment to developing coaches who can actually coach. It is time for coach developers to focus on coaching coaches to coach.

People by nature do not change until it’s too late. Sport in Australia is in desperate need of coaches who have what it takes to build and grow a new type of sport: one that is focused on health, well-being, enjoyment, fitness and holistic personal development. Until sporting organisations and coach developers accept this, little will change.

We’ll still have coaches who can define the molecular basis for muscle contraction, but who’ll have no athletes to coach.

DESTINATION

YOU

By Renee Slansky When we think of the word ‘destination’, we rarely assume that it personifies the present, let alone a person. Most of the time we associate the term with reaching something in the future; a journey to an imminent goal.

As coaches, it’s our job to mould and shape someone’s potential into a new reality for them. We learn to not only free them of the past but also guide them towards a better future that represents the version or existence they want to ideally achieve.

We help them unlock their capacity and reach their ultimate destination: the best version of themselves.

Yet somewhere along the way, in between dealing with past baggage and forthcoming ambitions, we lose the power of the present and what it actually signifies.

We teach them that the past is something to let go of, whilst the future is the prize to run towards, simply because it represents confirmation of the transformation they yearn for.

And yet, through the somewhat confronting process of being transformed by their coaches, our clients seem to only endure the present instead of learning to thrive in it.

It becomes a battlefield where struggles are turned into

strengths and problems into solutions. A process that can cause both pain and elation; but viewed only as a pit stop along the way.

When Eckhart Tolle’s book The Power Of Now was published, it brought about a thought that had seeped into the unconscious part of our brain, back to light again. The thought that we have only today and that the present is also a destination.

However, because the present itself is forever coming and going, the ‘present’ destination does not so much become a description of time or a place, but rather about the relationship you have with yourself.

As a dating and relationship coach who educates both public and coaches, I often see the struggle of people coming to terms of learning to love themselves for where they are at, whilst heading towards where they want to be.

The truth is, our clients will never be able to reach their full level of ultimate success and happiness if they have not also learnt to accept themselves through the journey each and every day.

It’s assumed that the future version of them is what will bring them fulfilment, when in reality, it’s the relationship they have with themselves that will determine their success.

The way in which they love and value themselves is the basis from which they make all their decisions. Their decisions are what shapes their life and controls their progress.

Coaches and thought leaders have become used to obtaining future destinations so quickly that they can lose touch with what a destination should actually represent.

We can set our clients goals and practical strategies that aim to give them a step by step guide to building a better outlook, but if they have not learnt to embrace who they are in the present or acknowledge who they were in the past, then they have no reference of who they can be in the future.

‘Destination’ should not be limited by someone’s level of progression, time or place, but rather, be seen as a feeling that characterises a person being at peace within themselves at any point of time.

We live in a fast-paced disposable society with evolving technology designed to make our life easier. Therefore, we assume that if we aren’t progressing at the rate that represents less effort, then we think we are failing.

It’s hard not to become futurefocused with our clients, when we ourselves are leaders who are driven by growth and progression. As coaches, we know the importance of tapping into our potential and can be disillusioned as to the level of significance of who we are in the present.

The truth is, we never fully arrive. There is something always better and bigger to achieve after we have reached the things we were working towards. When our clients have reached one level of achievement, they already have a thirst for expanding their capacity even further, simply because they now understand how a changed mentality can change their level of life lived.

So, a new goal is created, a new destination, a higher level of possibilities to aim towards. And it’s almost as if the succession of completing their first objective has already cast it into the shadow of what the new target can now be.

But where does it stop? At what point do we ever feel like we have arrived and are no longer in search of something more? How do we quench the thirst of our clients whom we first let drink from the cup?

I believe that the focus has to be shifted back to self, and by that, I mean learning to see yourself as the ultimate destination. When we can teach our clients to see themselves through eyes of grace and not perfection, we give them the key to being able to sustain their happiness and not make it circumstantial.

Happiness is ultimately what our clients want. They want to know that who they are is enough and that their life is not hindered by their inability to believe in themselves or lack of knowledge on how to make it better. They yearn to feel a sense of accomplishment and belonging simultaneously Whether you are a breakthrough, business, dating, physical or life coach, it makes no difference to the common purpose we all share; to develop our clients in such a way that they obtain BOTH peace and progress continuously.

We give them to ability to embrace the power of living in the present instead of dwelling on the past or striving for the future.

Renee Slansky is an Australian TV presenter, writer, professional blogger and dating and relationship coach, whose purpose and heart for women compelled her to educate people on how to find, build and cultivate healthy and fulfilling relationships.

Her own blog www.thedatingdirectory.co is now the number 1 dating and relationship blog in Australia.

Renee contributes advice regularly to some of the biggest online dating sites and publications globally including The Huffington Post, E Harmony, Plenty of Fish, Your Tango, MamaMia, The Good Men Project, The Love Destination and Yahoo 7.

As a professional coach, Renee has built an online programme for women and mentors both men and women around the world. She is often called to comment as an expert for on the radio and Channel 7’s The Morning Show and Sunrise and speaks at events. Her mission to bring about love education into schools and change a generation.

That the battles they face are not in vain and that the way in which they value themselves actually represents their true worth.

It’s always been my mission to not only encourage and educate my clients to becoming the best version of themselves, but to also learn to love the journey and accept themselves as the destination.

THE COACHING JOURNEY A VIEW FROM THE TOP

By David Lim People tend to fall backwards into a swimming pool, or off a mountain. In my case, I fell backwards into my business, and from that perspective, knowing what coaching question, or questions to ask in decisive moments in your life and business really matter.

Having led two expeditions to Mount Everest, one from the Tibet side and the other from Nepal, I often get asked questions about the climb, as well as mountaineering.

These questions range from the curious (“What do you guys eat up there?”) to the abstract (“Why would you even want to suffer like that?”).

My interest to climb, and eventually, at some stage attempt Mt Everest stemmed from a deep curiosity in figuring out what I was capable of achieving.

The interesting thing about mountaineering is the series of decisions and actions that could determine success, failure, or in some cases, whether you come back at

Everest itself is still the highest mountain and that explains it’s perennial popularity, although the experience of climbing it has changed a lot since my climbs in 1998 and 2001 When I revived the idea that a team from the flat, tropical city-state of Singapore could succeed at climbing Mt Everest, the idea itself was laughed at in many quarters.

The Internet was just being embraced by Asia, and Singapore was abuzz with the culture of making money and material success.

The highest building here is 280-metres above sea-level, the highest peak, 161-metres.

Not exactly ideal conditions for developing a team for Everest.

Sure, we had a lot of technical rock-climbing experience, but only mud walls to sink our ice axe picks into. The right preparation involved a lot more equipment, leadership, team dynamics, endless fundraising, and then pulling off a number of expeditions to 6,000m, 7,000m and 8,000m peaks.

I’ll fast forward the tale by nearly four years to when we had raised the funds, and had finally reached Everest.

The journey up to Everest involves a series of yo-yo like steps where you climb to establish successively higher campsites and acclimatize to the altitude; and then descend to let your bodies build up more red blood cells.

With greater oxygen-carrying ability, you climb up again, move equipment you placed earlier and press up higher, repeating the process.

I was still the team leader of the 1st Singapore Mt Everest Expedition – and I could still contribute in so many ways.

We had successfully placed and stocked our campsites, and with a decent window of good weather in mid-May, began to make the four-day summit push.

Leading four other members of my team on the summit push, I was climbing well until the persistent cough that affects many climbers became so virulent and violent, I cracked two ribs as a result.

The “Khumbu Koff”, nicknamed after the region where Everest is located, is a pernicious condition brought about by the persistent superdry and cold atmosphere at over 5000 metres.

Lying in my tent with knives stabbing my side at every cough or sneeze; hopes of my own summit success faded away quickly.

I lay in a deep blue funk, feeling depressed and sorry for myself until the following morning when I asked myself, what I have later discovered to be one of the ultimate coaching questions: “What do you want now?”

I sat there for a while thinking until the answer I came up with was “I want the team to succeed, even if I am unable to reach the top myself”. That thought immediately galvanized me into action.

I started devising a way I could retreat down the mountain safely with my injury. I also swapped my far lighter alloy ice-axe and crampons with Edwin’s heavier steel axe and crampons. Edwin, one of the youngest and least experienced in the team had been invited to accompany the summit team to Advanced base camp half way up.

He took my place, and with my lighter gear, joined the rest of the summit team. That team did not succeed in reaching the top, owing to a lack of fixed rope to protect the trickiest parts of the route. They and 30 other climbers came within 150 vertical metres of the summit and turned back.

I then asked myself and the team a series of questions, each one exploratory and divergent; gathering as many views and opinions, exploring the strength of commitment to mount a 2nd attempt with the resources we still had.

Four days later, Edwin was one of the two climbers I picked for the 2nd and final attempt on the summit. He reached the top first; using my ice axe and crampons. I didn’t make the top that year, but my hardware did!

The question I used to coach myself is one I refer to now as a powerful ‘futureforwarding” question. The answer it demands can’t lie in the past. You can’t change the past, but you can influence the future. It’s a coaching question that can be transformational as it asks for some future action towards a goal.

A week after our triumphant return home as ‘national heroes’, to a country rather lacking in sporting celebrities, I fell ill from a rare nerve disorder called Guillain-Barre Syndrome, or GBS. In GBS, your body’s own immune system goes out of whack and attacks your nerves thinking it’s the enemy; destroying nerve tissue, and rendering you paralysed.

In my case, I was paralysed from eyes downwards, and for a long time could only move my left eyelid. That eyelid, and an adroit use of an alphabet chart by a bedside visitor - was my sole link to reality.

Eventually, nerves re-grew, but progress was painfully slow. I met each day with the question: “So, what are we going to achieve today?”

The question helped me focus on the simple tasks like walking 10 metres with the help of aids, or with a physiotherapist in tow.

When a senior decision maker is asked a candid probing question, proof comes when they say “That’s a very good question”.

After 43 days on a ventilator, and six months in hospital, I left with permanent disabilities in my lower legs.

I am proud when land a training / coaching / speaking engagement because of the quality of the questions I asked, rather than the assertions I make.

A few months later, companies began to ask me to deliver “motivational presentations”.

These were well received, and set me up for my current business but even then, the best outcomes from a business perspective have always been the quality of the questions I ask.

You never know what life has planned, but keep asking the right questions and you’ll start getting better quality answers.

I have learned how to be an executive coach and facilitator in a group coaching context.

My journey as speaker and coach hasn’t ended yet, nor has my love for the mountains and the climbs I have planned.

David Lim is a motivational speaker, coach, and best known for leading the 1st Singapore Mt Everest Expedition.

Since 1999, he has helped organizations motivate teams and grow leaders.

www.everestmotivation.com

Mi Goals

Creating positive change through beautiful products It's the beginning of the year, and the motivation is high. Everyone we know is setting New Year's resolutions and creating new habits with the hope that a fresh start will change their old ways.

But come February, our motivation has waned and the goals go un-met?

Meet Mi Goals, a Melbournebased inspirational stationery brand, empowering people to set meaningful goals that they will stick to and achieve all year round.

Mi Goals started as a side project, and was created by Adam Jelic who came up with the idea as a result of being frustrated with the fact he couldn't find any products on the market to help him set his goals and get shit done.

“I was after an aesthetically pleasing planner that would help me set my goals and keep me motivated all year round." says Adam.

“I had a daily planner, a separate notebook for my notes and then I was writing my goals on scrap bits of paper, I just wanted everything to be in one welldesigned book".

It was an idea Adam had been thinking about for years; he finally decided to take action and reached out to high-school friend and graphic designer Alec Kach to help him create the Mi Goals diary.

“I remember Adam showing me his mocked-up version of the Mi Goals diary", says Alec. "He had typed it up on Microsoft Word and printed it out for me so that I could further understand the vision he had”. Alec is now the Creative Director and CoFounder at Mi Goals.

From that moment, it was all systems go. Adam wrote up a list of retailers he wanted the diary to be stocked in and would cold call each retailer to see if they would be interested in the Mi Goals diary.

To his delight and surprise, the retailers loved the idea, and in 2010 the Mi Goals diary went to print and had 800 units stocked throughout 10 retailers Australiawide.

“That first year showed me that anything is possible if you put your mind to it and give it a go.

Prior to launching Mi Goals, I had so many ideas but didn’t pursue them due to being fearful; lacking self-belief that I could actually turn my ideas into reality.”

Fast forward seven years and Mi Goals products are now stocked in over 250 retailers across Australia, New Zealand and the United States, with their range expanding to include different sized Notebooks, Progress Journals and Bucket List books.

Since 2010, Mi Goals has helped hundreds of thousands of people around the world to Get Shit Done and pursue the life of their dreams.

"Our goal is to build a global movement of empowered individuals living life on their terms. More people are becoming proud of their ambitions and aspirations in life, and our products are helping them turn their big dreams into actionable plans". Says Adam.

Adam and his team draw inspiration from products they wish existed in times they felt they needed guidance, which is why each product has a coaching element. By doing so, Mi Goals is striving to help people become the best version of themselves. “Too many people are living in the expectations of their friends, family and society. The average human lives for 28,000 days so we want to help people realise that they deserve to live a happy and fulfilled life.

It's never too late to get started on that passion project you've had circling in the back of your mind, or that goal you think is too big.

We want to help people grow and get out of their comfort zone by trying new things that will help them find their purpose.

We firmly believe that everyone has the power to create a life they love, and we have the tools to help get them there".

Mi Goals has innovated the goal setting process by ensuring each product has an immediate action plan with sections to reflect and monitor progress. “It's important to pause and acknowledge how far you’ve come and see where you're spending your time and energy. It also makes you accountable".

The Mi Goals logo is a progress bar, which emphasises their focus on personal growth and development. “Too often in society we get too fixated on the final destination and forget to be in the moment and enjoy the journey towards our goals.”

The unique layout of the Mi Goals diaries features quotes to keep you motivated, space to set a key focus and goal for each week.

Meet Adam Jelic Adam is the founder of lifestyle stationery brand Mi Goals. He started noticing the positive effects of writing down his goals at the age of sixteen when he dreamt of becoming a professional soccer player. 10 years later, he connected his passion for personal development and design, seeing him create an all in one goal setting diary, that would help keep him keep motivated, as he progressed through his professional and personal goals.

In 2010, Mi Goals was born and since then the diaries, notebooks and journals have been used by hundreds of thousands of people around the world to dream, plan and take action on the life they want to live.

Currently Mi Goals products can be found in over 250 retail locations around the world and the goal is to continue the expansion and inspire millions of people to dream big and Get Shit Done.

There is also space to create and work on new habits with an explanation on how to use their diaries, so you maximise your use and ensure you get shit done.

Mi Goals community of doers are called Goal Diggers, a play on words from the Kanye West hit song which has inspired a new product they are launching on Kickstarter in September called the Goal Digger Planner.

“We wanted to create the ultimate planner that would help people not only set their goals but also more importantly stick to their goals.

We understand that setting your goals is the easy part thus wanted to create a coaching element within the planner to help users maintain momentum and achieve their goals.”

We have spent months planning and developing the Goal Digger Planner and feel it is our best work to date.

To find out more information about the Goal Digger Planner and events, sign-up to their mailing list here. www.migoals.com

Destination

Everest

By John Buchanan

There are 5 factors which give a team leader the best chance of delivering peak performance consistently and constantly.

1

BE CLEAR ON VISION

My coaching philosophy has led me to challenge the way things have always been done. So, in terms of setting a vision, it was always about playing the game differently to the rest of my competitors.

I want competitive advantage before the game had commenced.

With the Australian cricket team, the destination, the vision was Everest – a place which is the top of the world, difficult to reach and requiring skill, planning, teamwork, risk, courage, resilience and even then, there is no guarantee of success.

Peak performance is as much about the result as it is about the process of striving for that result.

2

DRIVE PROCESS

As a head coach in national and international sporting teams, results are important and even essential to keeping your job for any length of time. So, it is important to play what is directly in front of you, day to day.

However, if that is all you do as a coach or a team leader, then the team will never reach its destination.

Part of being a good leader is to understand the processes that give the team best chance of success, individually and collectively.

For both, this process revolves around winning or having a “pb” (personal best). When these events occurred, we look at what is it that we/I did that enabled that result?

By clearly understanding performance, that is, what was within personal and team control from the technical, physical, mental, tactical and team skills and the execution of these skills, then Destination Everest is possible.

3

History also records we were beaten in that game by South Africa who became the second team to eclipse the 400 mark!

SET CHALLENGES

In the YouTube clip, I provide a brief case study of the Australian Cricket team I coached from 1999 to 2007. We were a very successful team, arguably the most successful in the history of the game.

One of the reasons behind our incredible success was that everyone sought new challenges. Whether that be a player learning or refining new techniques; a coach seeking new ways to coach athletes; medical staff scanning the horizon for new methods to improve the athlete’s resilience from injury or recovery from injury; or to better analyse data.

Along our nearly 8-year journey as a group, there was always a new milestone, a target destination that would excite the group.

In the case study, I refer to ‘Target 400’.

No team in the top tier of world cricket had ever achieved 400+ runs in a One Day International. For us to achieve this target destination, a milestone on the way to Everest, each individual batsman set about learning something new or improving what they already had.

History records that we were the first team to achieve that goal.

4

THE RIGHT TEAM

To achieve Everest, to deliver peak performance requires a certain group of individuals (athletes, coaches, support staff) – highly skilled, motivated and confident but not arrogant.

They can be difficult to deal with at times because of what they demanded to give themselves the best chance of succeeding; and highly different in their backgrounds, personalities and character.

Difference brings conflict.

Conflict is a good force within a team, if it is managed properly.

Conflict brings debate, discussion, questioning, authenticity.

The role of the head coach is to make sure that the conflict produces the best outcome.

To ensure that there is no residual fallout that can become fractious and detract from and distract the group from its destination.

5

LIMITATIONS, NOT LIMITS

There is little doubt that the perfect athlete, team or coach does not exist. Each may have fleeting moments of perfection or near to, but these are unsustainable.

When I finished my coaching career with the Australian Cricket team at the World Cup of 2007, which we won undefeated, repeating what we had done in 2003, I was asked “Did you ever coach the perfect game?”

My reply was “no”, although at times we had come close. However, I said we had the “perfect team” – by this statement, I meant that each player and staff member were always looking to be the best he could be, always looking to improve. And that is why, the group was so good for so long all around the world.

We had limitations in our group in terms of skills, age and experience.

We had limitations in terms of resources to prepare for our journey to Everest.

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.

John Buchanan delivered Queensland their first Sheffield Shield title in the 1994-1995 season, his first season with the Bulls. In his five years coaching the Queensland Bulls, they won the Sheffield Shield and the Mercantile Mutual Cup twice.

In 1999, John became the Australian Cricket Team coach and coached the team to a number of world records including: • • • • •

the highest number of consecutive Test wins (16); the highest number of consecutive ODI wins (21); the longest number of consecutive wins in World Cup (23) and winning consecutive World Cups 2003 and 2007; the first team to record 400 in an international ODI (One Day International) game; the highest winning percentage in Test and ODI's of any coach who has coached more than 20 Tests and 50 ODI's (approximately 70% in both).

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.

Such limitations and others rarely became a distraction for us.

We knew our destination, our Everest – limitations simply became another challenge along the journey of peak performance.

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COACHINGLIFE

LIFElL

// 49

I received my Human Movement degree in Sydney in the 1980s and started working as a gym instructor, in Strength and conditioning. I then started working with a few athletes, then a few more and got involved with the AIS and Winter Sports Institute, NSWIS, QAS and other sports science programs.

It was in the Sydney gym where I met Fiona Taylor. She was training for the Olympics in Wind Surfing.

After working with her I funded my way to the 1992 Barcelona Olympics, buying a round-the-world ticket.

On the way back, I picked up a hitch-hiker, Brad Randall in Colorado. Brad was responsible for setting up a snow-boarding team and was looking for a coach. I had trained a lot of young surfers in Lennox Heads and he thought that surfing was a lot like snowboarding.

So I came back to Australia, packed my bags and spent two years working with the Ski and Snowboarding team in Aspen, Colorado.

In 1999, on a trip to Europe, I met a young coach in a German pub that I had known from Aspen who was now with the US Ski team and he offered me a position to work at Utah for the Salt Lake City Olympics.

The US had one of the biggest ski teams in the world but in many respects, it was a step backward.

They hadn’t adopted the human performance and sports science that we had in Australia. It was quite an enjoyable program shifting some of the summer sports programs in Australia to the Winter Sports in the US. I lived there for 10 years, developing the programs and extending my US relationships.

I wrote a program for the Berkley School of Divinity at Yale which might sound very different but at the very top of the curve, the things that you focus on as a coach, the framework of character, spirit, empathy and compassion is very similar.

My role was to help frame up a performance model to help them deal with stress and coping. High performers are a lot more similar than they are different.

Red Bull In 2000, I started helping the US government, working with the Special Operations communities. At the end of my tenure with the US team, I had an offer to setup a highperformance program with Red Bull. This was an amazing opportunity, working with artists, athletes and all sorts of different communities.

On returning to Australia, I realised that the Winter Sports was a good opportunity and did my PhD in Applied Biomechanics at Southern Cross under Greg Wilson while working with the Aussie ski team.

Over the last 3 years, I was also an advisor to DARPA on their advance research projects. This has given me a lens into the world of Advanced Research and Technology programs in the world, enabling me to work with business, social entrepreneurs and even priests.

There are 180 different sports under the roster at Red Bull with close to 1,000 athletes, so still worked with athletes but I also got to work with dancers, film makers etc.

Now I am working with e-sports, hackers and some of the cognitive athletes. I am working with the top cardiac surgery teams in the country.

While I cannot share the details of my work with DARPA, I can say that the capacity of what we are capable of doing across the boundaries of human performance is largely untouched. Some of the stuff coming down the pipeline will be profoundly impactful on all aspects of society.

Around the world, different programs continue to evolve in expertise. Whether it is the military or ministry, there are extraordinary paths of human performance and I don’t think anyone has really cracked the code.

There are tools and technologies coming from biotech and medical companies that, once in the hand of coaches, will make massive impacts in sport and society.

I would expect to see these technologies reach mainstream in the next 3-5 years. Developments from Amazon, Google and other companies add to the work done by biotech research companies and the military.

My personal interest is in the Human-Machine interfaces that are being developed.

Dr. Andrew Walshe (Andy) is a globally recognized leader and expert in the field of elite human performance.

For over 20 years the Australian native has been focused on the goal of “demystifying talent� by researching and training individuals and teams across a vast network of world-class programs in sport, culture, military and business settings.

Cognitive assessment, cognitive load and humans blending with machines with people like Ray Kurzweil talking about connecting brains to the internet within 5 years.

Coaches will benefit from the upcoming technologies and the companies developing them realise that these technologies need to be main-stream to be cost effective. In the near future we will see technologies like the artificial coach in the hands of High School coaches.

While the technologies are great, they cannot be humanised effectively. It is when the technology augments the skills of the coach that it becomes effective.

It may be that the technology can help fast-track young coaches to shorten the skills acquisition cycle.

Over the next few years, I will be taking a more active advisory roles with technology companies, working with things like artificial intelligence and will keep Coaching Life reads up to date, where security allows.

Dr. Walshe is currently the Director of High Performance for Red Bull, where he works with hundreds of international athletes and cultural opinion leaders; supervises a team of industryleading scientists, engineers, physicians and technologiests to develop and implement elite performance models.

Dr. Walshe was the Performance Manager for Red Bull Stratos, leading the performance plan for Felix Baumgartner’s record-breaking jump to Earth from the stratosphere in 2012.

REACHING YOUR DESTINATION

Building motivation towards goal achievement

By John Campbell At the heart of coaching is the movement from a current place to a different, preferred future. Coaches help their coaching partners identify and clarify that preferred future. They provoke awareness of strategies and pathways towards that future and grow motivation and commitment, enabling sustained progress towards achieving that future state.

It could be argued that along with helping the coachee develop a clear, richly detailed goal, growing motivation to commit time and energy to sustaining progress towards that goal is the next most helpful thing a coach can do for and with those they coach.

Indeed, it could be argued that the ability to sustain progress towards goal attainment is one of the key differentiators of coaching as a growth and learning methodology.

Many different forms of learning can help people get started – workshops, books, webinars, lectures but the extended continuity and accountability offered by a series of coaching sessions helps to address the challenges of maintaining commitment towards identified goals.

Quite a lot has been written about human motivation over the years but more recently Self Determination Theory has emerged as one of the more compelling,

widely researched theories of human motivation.

Self-determination theory (SDT), developed by psychologists Ed Deci and Richard Ryan (Ryan & Deci,2000) at the University of Rochester over the past 30 years, is now the most respected theory of human motivation. Many leading coaches consider SDT to be the most important scientific theory relevant to the work that coaches do (Oades & Spence, 2011).

In essence SDT argues that all human beings possess positive tendencies towards growth and development that are enhanced by an environment that supports three innate and universal psychological needs: Autonomy – having a sense of choice and volition Competence - growing capabilities to develop mastery that makes an impact Relatedness – being in meaningful relationships and community

When these basic needs are met, people operate in an environment that nourishes human thriving.

In one sense, the recent growing interest in coaching can be explained by the way that the broad process of coaching is set up to support these needs: the one to one relationship forms a micro community and supports the Relatedness need; building competence and mastery is often central to why coach and coachee come together and supports the Competence drive; and the coachee-chosen focus areas and goal development supports the Autonomy need.

What then are some additional approaches and techniques that we might build into our coaching work that further supports these important motivational drivers?

Consider these suggestions…

Leveraging Autonomy

Leveraging Competence

Leveraging Relatedness

Reminding yourself that the invitation for the coachee to focus on self-chosen areas and self-chosen options and actions supports the need for autonomy.

Drawing attention to any signs of progress towards goals. 'Scaling' can be really helpful here. It can be especially insightful to use a scale of 1-10 to invite an assessment of current progress towards the identified goals right at the commencement of the coaching process. This scale can be revisited in subsequent sessions as a visible reinforcer and reminder of progress and increasing mastery.

Emphasising the 'partnership' nature of the coaching relationship.

Clearly demonstrating coaching skills of active listening and asking open questions.

Asking permission when it comes to 'sharing know-how'. Indeed, Tony Stolfzfus, in support of this principle, argues that, “... a less optimal solution the coachee develops often produces better results than the ‘right answer’ coming from the coach.”

Regularly inviting your coaching partner to choose - among emerging options, as to how the coaching process itself might progress, including when and how to meet.

Minimising the use of controlling language – 'should', 'ought', 'must'.

Providing clear rationale for any requests you might make of the coachee.

All of these approaches help to grow the sense of autonomy and when choice is offered and autonomy is nourished commitment and ownership grow too.

References:

Asking, 'What's better since last time?' The assumption behind the question is that something is better and it directs coachees to notice even small movement towards greater competency.

Helping to set optimal stretch ISMART goals (Inspiring, Specific, Measurable, Relevant, Timebound). Optimal goals have an element of stretch and challenge but are not so great that mastery is possible and not out of reach.

Directing attention to and engaging the coachee's strengths.

Setting small, even tiny, next step actions so that progress is almost guaranteed.

Giving positive feedback on any noticeable progress.

Giving intentional focus to building trust.

Creating an environment of safety that leads to curiosity, openness and the willingness to be challenged.

Encouraging coachees to identify social support from colleagues and friends to help them progress towards goals.

While some of these tips might be well integrated into your coaching approach – it helps to be reminded of why they are important and why they work, so that you can maintain a commitment to doing these things well.

Others will be worth building into the way you coach, as the evidence base is extensive –autonomy, competence and relatedness are essential nutrients to thriving.

Helping the people with whom we work move towards flourishing, in whatever context they find themselves, is at the heart of the coaching process.

John Campbell is Executive Director of Growth Coaching International Pty Ltd (GCI), an organisation providing coaching and coaching services to school leaders and teachers across Australia, New Zealand and now in the United Kingdom, the Middle East and Ibero-America.

John has been a high school teacher, a curriculum development advisor, a management consultant in the corporate sector and, since 2004, has been leading GCI. He regularly speaks at coaching in education events across Australia and internationally.

Ryan, R., & Deci, E. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development and well-being.

American Psychologist, 55(1), 68–78.

Spence, G., & Oades, L. (2011). Coaching with self-determination in mind: Using theory to advance evidence-based coaching practice.

International Journal of Evidence Based Coaching and Mentoring, 9(2), 37–55.

Gridiron Grrrl

FIRST FEMALE NFL COACH

Dr. Jen Welter

I was a player for a long time before I made the switch from the women’s team to the men’s game, playing a season for the Texas Revolution, an indoor football team.

I played with the Revolution for a season and the next year we had a new head coach, Wendell Davis former Dallas Cowboys player. He saw how close I was with all the guys and wondered who this girl was. I was his running back and the first day he saw me, he sat me down and grilled me about football.

There is a transition process in coaching when you go from knowing what you need to do, to bringing someone else in and showing them what you see. You go from being a doer, to being the coach with the ultimate goal of helping people find the best version of themselves.

The Revolution season ended with us making it to the finals. Though we didn’t win, the guys were extremely supportive and still are.

In 2014, there was a press conference when the NFL announced the retirement of the first full-time female referee and someone asked if they would ever see a female, coaching in the NFL. He said, “Absolutely and the second a woman proves you can improve the guys, then she’ll be hired”.

The next day called me and said that I had to coach his football team. I promptly turned him down.

The next day he rang and told me that not everyone was going to offer me an opportunity to coach.

He pointed out that if I quit, then the narrative would be that there was a girl who once coached football but she quit.

I was the first woman to coach in men’s pro football because Wendell saw something in me before I even saw it myself. I didn’t know what to think at first. I started coaching and while some of the guys adopted quickly, others took a little longer.

In the end, they were all really receptive and we ended up with the best record in franchise history for the Revolution. I’m still close to all of the guys, even today.

When I played with the Revolution, I had already had some experience helping out on the defence, even though I was on the offence.

So, I called the Cardinals on behalf of myself and eventually found my way to Bruce Arian’s assistant and left a message on behalf of my coach.

I said to say that Devon Lyman had called and that there was already a woman coaching in men’s professional football, even though it was not the NFL. About two weeks later, Bruce called back and talk to Devon and eventually invited me to come meet with him. He was the catalyst for hiring the first female coach in the NFL. To me that makes Bruce one of the coolest men on the face of the planet.

We couldn’t afford to go to NFL games and for a girl whose nearest approach to the sideline was the nosebleed section, it was a shock to suddenly be going to an NFL training camp.

My first interaction with the Arizona team was pretty fantastic. The guys were very open and excited. Theis reaction was a credit to Bruce and how he set the situation up. He actually talked to his players first and the leaders on the team first and they were all excited to be a part of history.

The guys were better than I could have imagined. They would joke and say things like “Coach, will you have a movie one day?”. Of course, we got to know each other, working, training, all with a lot of laughing.

I’ve told a lot of people that it didn’t matter if I was the best coach in the world; if they didn’t want to listen, they didn’t have to and yet they didn’t just tolerate me they embraced me.

It really spoke to the calibre of the men on the team and in the sport as a whole.

I remember talking to my players and he’s looking down on me because he is so tall. He looked at me and said “Yes Maam”, then suddenly realised what he had said.

He corrected himself and said “So sorry Coach”. I told him that I would never punish him for having a good upbringing.

There was a lot of curiosity from people outside the team about how I was coaching. We knew the world was watching but we would just laugh and go about our business.

Internally there was no negative comments about me being the first female coach and you can’t control what people think externally. We just ignored outside opinions. It was actually unreal how well it went.

While there was just myself and the head coach at the revolution, in Arizona there was a full coaching staff, so things were quite different.

I was able to be much more focused on your individual group, but when it comes to dealing with the players, my approach was still the same.

Giving them every tool possible to be successful, which is much more than just fundamental techniques.

It is about developing yourself as a player.

If I can help you, on or off the field, I will. That never changes.

AUSTRALIA

The other difference when coaching NFL is the time that you have with your players. In Arena, you only have a few hours with your players a day, but with the NFL, you are practically living together. Even more than 24/7, you’re living together, eating together, doing everything together. That allows more personal interactions and opportunity for relationships to develop.

I’ve been asked about my education and I use it every minute of every day. Psychology and specifically, sports psychology, is an additional understanding of what makes an athlete great. There are factors beyond the Xs and Os and how people absorb feedback.

Each person learns differently.

These are real people going through the exercises and this is where my education comes into play.

When the season with the Cardinals ended, we started talking about going over to Australia. Anthony Stone, who was my defensive coordinator in 2010, talked to me about the opportunity to go to Australia and help develop the women’s national team. Coach Stone had heard about the opportunity while I was at Arizona.

We started looking at the players and came to Australia for the first time in 2015, running a 6-day camp on the Gold Coast.

The challenge in Australia was getting access to resources. Many of the women were teaching themselves how to play but they had a fire in the belly and it was the ultimate extension of what we originally promised to the game. It was a tremendous opportunity and I developed relationships that I will have for the rest of my life.

Gridiron Grrrl’s Top Tips

1 2 3

Balance the person in the player. Coaching is not a one size fits all solution.

To be great at the reach of players which means knowing them.

Look for innovative ways to engage your players.

Everyone learns differently and when they trust and believe that you have their best interests at heart, they will play harder for you.

Be 100 % authentic. Don’t try to be something that you are not.

Work to your own strengths and incorporate other techniques but try to make them your own.

In 2016, we came back and did an extended camp and then met up again in Canada a few days before the competition started.

It was pretty awesome to be able to travel to Australia become an ambassador to the game of football to the world.

With many new challenges on the horizon and my first book out soon, I can only imagine what the future has in store.

DEFINITE CHIEF AIM “Any target, left still long enough, can be hit.”

I have been training in Krav Maga (Self Defence) for ten years and like most guys, I have always been fascinated with martial arts. It is here where I first learned about Bruce Lees’ method of setting and achieving goals.

“I, Bruce Lee, will be the first highest paid Oriental Super Star in the United States. In return, I will give exciting performances and render the best of quality in the capacity of an actor.

Starting 1970, I will achieve world fame and from then onward till the end of 1980, I will have in my possession $10,000,000. I will live the way I please and achieve inner harmony and happiness.”

By Brendan Zischhke

A definite chief aim, simply put, is a clearly written financial goal. It was first published in the book, “Think and Grow Rich” by Napoleon Hill in 1937.

The good thing about this financial goal is that money is a common goal which clients have and can be combined with what they are passionate about in life. They can work towards that figure by doing something they love and enjoying each step along the way.

Most importantly though, it allows leverage to really utilise time by choice.

This is a huge realisation. Yes, money can buy things, however, it cannot buy the most precious resource there is, time. I recommend helping clients fully understand this, especially those who have a negative money mindset.

Help them see the long-term big picture.

A Definite Chief Aim consists of three main parts.

1. The sum of money you desire 2. The date by which you want to attain it 3. The services you are prepared to give in return for these riches

I would like to emphasise a fourth and fifth stepcrucial for success 4. Read this statement daily 5. Create a plan to achieve this goal, visualise the end result and take action. This includes reflecting and modifying the DCA statement along the way.

MY DEFINITE CHIEF AIM “I, Brendan James Zischke am a role model to all teachers in the area of health/ wellbeing and am the highest paid professional development provider. In return for this I will publish quality advice based on my experience as a teacher and research. By the 31STof December 2020, I will have earned over $500,000 from professional development material. I will live each day with a mindset focused on being mindful, happy, healthy and inspired.”

As you can see, I have a very specific Definite Chief Aim, which I have handwritten and is carried with me daily. A good place in the digital age is in the case of your mobile phone.

As a coach, the most important thing is to be authentic. This means that if you are helping a person with constructing their Definite Chief Aim, I strongly recommend living the method yourself. Personal results inspire action in others.

In the book, The Seven Habits of Highly Effective People, Stephen Covey wrote about an important principal – “Begin with the end in mind.” This is another way of thinking about a DCA. I like to add whilst having this in mind also live mindfully with your fullest attention on the present moment – again time is the most precious resource there is.

YOUR DEFINITE CHIEF AIM

RETICULAR ACTIVATING SYSTEM

Write down each of the following

The simple way to explain it is as the part of your brain which filters out relevant information from your environment. We receive an enormous amount of information at any given time, much is irrelevant and likewise unless we are looking much goes unnoticed. For example, have you ever bought something new and then seen this exact same item everywhere? This is your RAS at work. Because you have focused on something, it has programmed your RAS to find it in the world.

Step 1: The exact amount of money you want to have.

Step 2: The exact date that you want to achieve it.

Step 3: What services you are prepared to give in return for this money.

Step 4: As one complete statement Now break it down and follow the 6 strategies to ensure they achieve it.

6 DCA STRATEGIES

1 2

Reading their DCA 1-2 times per day.

Creating an action plan – the steps that they will take towards the DCA. This is a very important component as a coach.

Assist the person to develop a list of what they can do immediately to start

3

Set a routine time for them to visualise the DCA as already achieved. From experience the last thing at night is always a good time.

Now you know how powerful it is.

Imagine using it with deliberate daily intention!

In a more scientific way, at the back of your brain near the Occipital lobe, is a network like cluster of cells. This is your RAS. It is the gateway to which nearly all information enters your brain.

HOW CAN MY CLIENTS USE IT? As time is a common problem that people face, I like to compare the RAS to an inbuilt personal assistant.

We all would love a PA and imagine if yours worked 24/7 every day of the year? Imagine what could be achieved if it was told exactly what was important to work on and furthermore you took the time at least once or twice per day to help the personal assistant focus on exactly the highest priority at any given moment.

Essentially by following the creating a DCA and following the 6 important steps above this is what can happen.

The RAS will work every moment to assist you in achieving the DCA! It really is as simple as following the 6 steps with dedication.

Take action on your own DCA and I hope you inspire others.

It has a number of important functions which can help you achieve the outcomes you desire.

4

Set a day and time for them to reflect on how they are going towards their DCA at least once a week. A time for them to feel good about the steps they have taken verses have not. Also this is an opportunity to amend the DCA, especially in the early stages as people soon gain incredible clarity of what it really is they want in life.

5

Help the person with accountability. If you are not going to be working with them regularly have them construct their DCA with a friend or family. Mutual accountability increases success.

6

Using their Reticular Activating System or RAS for short, with intention.

Brendan Zischke is a qualified teacher, author and speaker who has over 15 years’ experience in primary and high schools.

He is passionate about wellbeing and teaching practical strategies that staff and students can use to create a habitual wellbeing mindset.

If you would like me to work within your organisation please contact brendanzischke@gmail.com

Lead image - Instagram - travelescapologist

3

STEPS TO BECOMING A LEADING BUSINESS COACH

With over 1.9 million small businesses in Australia (1-4 employees), and a whopping 28 million in the USA, why is it that there are so many business coaches who are finding it challenging to crack into the 6-figure income bracket?

There are plenty of business owners who need your help, you just need to show up in their world and let them know how you can help them.

1

YOUR POSITION IN THE MARKET Many coaches talk about finding your niche, and I find the ‘N’ word freezes many coaches in fear as they feel like they’re going to miss out on opportunities however, think about the value of a brain surgeon as opposed to a GP. They are not only higher in demand, but they also have a much higher earning capacity.

Start by brain-storming your unique values, experiences and zones of genius that you can tap into. If you have a deep depth of knowledge from working in a certain industry, maybe you can work solely within that same industry, or maybe you could transfer that skillset to another industry in a different way.

Once you understand your market, you need to identify your ideal client within that niche. Identify their frustrations and aspirations, and have your marketing speak directly to that person. You will gain their trust when they feel you understand, and know how to fix their problems.

2

YOUR PERSONAL BRAND PROFILE People choose to do business with those they feel they know, like and trust, so it’s important to ensure your personal profile and how you interact with your target market is genuine.

Ensure you’re spending time on the platforms where you will be seen, and engage in a way that is in authentic alignment with your values and beliefs.

Position yourself as the ‘authority’ or the ‘expert’ in your field, and start to build your status so you stand out from the crowd. Give yourself permission to be in the spotlight, as no one is going to tap you on the shoulder and bestow that status upon you.

3

EXPOSURE When you are seen as the expert in your field, you are more likely to sell your products and services, and at a premium price.

As an expert, you will have doors opened to new opportunities. Interviews, speaking engagements and guest workshops are a great way to leverage your time and reach new audiences and networks, as well as giving you the advantage of being positioned and featured next to industry peers.

Positioning yourself as an authority is not difficult, but it does require a solid plan and consistent action. Connect with the top associations and influencers in your chosen industry and share your expertise and willingness to add value to their communities.

Samantha Riley is an international business growth and marketing coach, speaker, #1 best-selling author, and host of the Unlimited Influence Podcast.

Over the past 25 years she’s built several successful businesses, and built her first 7 figure business from the ground up in her twenties.

She now works with coaches and consultants, helping them create profitable businesses that allow them to live the lifestyle of fulfilment and freedom they desire. www.SamanthaRiley.com.au

SOLVE YOUR PROFILING DILEMMA Do you want to get the best results for your client, yet sometimes struggle to relate to them even before you begin working with them?

Perhaps you are an experienced coach or consultant and want to enhance your reputation by using the best coaching tools available, yet at a reasonable cost.

Coaches and consultants know that to do the best work with their client, they have to understand them, what motivates them, what holds them back and how to manage them for the best results.

He has a range of profiling tools that will meet the needs of the most discerning coach.

The simplest way to do this is to use a behavioural profile to assess exactly where the client fits before you begin work. The problem with this strategy, however is cost and availability of good profiling tools.

The jewel in the crown is the perennial favourite of coaches worldwide, the DISC Assessment plus four other profiles, offering clients previously unheard of low pricing, customisation, flexibility and around the clock customer support.

In Australia profiling tools are expensive and difficult to access, or are they? Lindsay Adams, from CoachingTools.com.au has launched a new service aimed directly at the coaching and consulting industry to provide a simple yet powerful range of tools that are available 24x7 online and at affordable prices.

Other profiles can prove very useful as well and these serve other needs and answer other questions that can be really helpful in understanding your clients.

DISC Assessment

DISC Motivators The perfect companion to DISC measuring seven universal motivators

Hartman Value Profile Measures problem solving skills

Emotional Intelligence Helps users understand the correlation between the way they apply their EIQ and the outcome of interaction with others

Learning Styles Identifies individuals best means for learning and retaining new information To gain access to these tools, a coach simply registers with Coaching Tools and a unique Client Administration Account will be created that enables the coach to access and administer the profiling tools at any time it suits them.

The best part about this new service is that there are no minimum purchase requirements and no fees of any kind to set up the Administration Account and you have the flexibility to pay only for the assessments that you use.

As the founder of the International Coaching Federation (ICF) Chapter in Brisbane twenty years ago, Adams understands coaching and the needs of professional coaches.

In setting up CoachingTools.com.au, he discussed with coaches about what they wanted most when they used a profile. Based on this research he has created the opportunity for coaches to personally brand and customise their profile reports so they look unique to their competitors. They can choose to incorporate unique relevant content - their company logo and their contact information making the reports truly belong to the coach and their brand.

Coaching Tools is keen to support coaches and empower them to supply the best possible profiling tools to their clients. This new service will enable more coaches to access cutting edge reports personalised for their clients.

COACHING DIRECTORY

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WE HAVE CREATED A PLATFORM FOR YOU TO COMMUNICATE WITH COACHES OF ALL SHAPES AND SIZES. FROM ‘COACHES TO BE’ TO ‘COACHES WITH EXPERIENCE’, COMPANIES AND TEAMS LOOKING FOR COACHES AND EVERYTHING IN BETWEEN. Our readers tell us they are keen for information on how to maintain health and wellbeing, advance their craft and enhance their lifestyle. Now you can be part of this conversation by advertising in COACHING LIFE, the premier magazine for coaches of all disciplines in Australia.

DID YOU KNOW… Coaching is the second fastest growing industry in the world behind IT, growing at 18% per year.

With over $1 Billion being spent each year in the US, Australia is rapidly following the trend with over 250,000 coaches already.

If you want to reach this growing market, download the media kit from the website or contact the office for more information.

WWW.COACHINGLIFE.COM.AU/ADVERTISING As well as national coverage via newsagents and subscribers, we also have strategic contacts for distribution with the following organisations.

Australian Institute of Sport Football Federation Australia Cricket Australia Netball Australia Swimming Australia Powerlifting Australia Karate Federation Australia Kung Fu Federation Australia AFL NRL Golf Australia Tennis Australia Hockey Australia Surfing Australia Cycling Australia Judo Australia Australian Institute of Management Commission for Small Business Leadership Management Australia International Coach Federation Life Coach Institute Frazer Holmes Coaching National Coaching Institute Institute of Executive Coaching and Leadership www.coachinglife.com.au

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LIFElL

// 45

Most days, Natalie's hands are covered in flour. dough and oven mitts.

This time. the only thing she's covered in is crystal blue water.

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NEXT EDITION

With the marriage equality votes counted, we look at the diverse side of Coaching.

Is coaching for everyone?

Explore your differences in the

COACHINGLIFE DIVERSITY EDITION

OUT DECEMBER 2017