The Successful Coach Magazine Feb '14 by The Coaching Institute

The Successful Coach Magazine | Issue #4 | February 2014

The Successful Coach Magazine | Issue #3 | January 2014

CONTENT Monthly Highlights ………………………………………………………………………………………… 3 FEATURED | How to Succeed & Lead…………………………………….……………………………… 4 CELEBRATING SUCCESS | “So You can Teach an Old Dog New Tricks!” ……………………………. 13 SPOTLIGHT | The 90 Day Challenge Update ……………………………………………………………. 15 META DYNAMICS | Critical Thinking Model…………………………………………………………….. 16 HEALTH MINDSET | Success Principles for Health ………………………………………………………19 COACHING TOOL | D.A.R.E. to Achieve ……….………………………………………………………22 THOUGHT DYNAMICS | The Business of Thinking ……………………………………………………. 26 SHARE YOUR STORY | Success Minded – Whatever It Takes!………………………………………… 30 THOUGHT DYNAMICS | Keeping the Dream Alive …………………………………………………….32 MASTERMIND | 2 + 2 = 4 …………………………………………………………………………………33 MEET YOUR MENTOR | Introducing John Sharkey ………………………………………………………36 WORD FROM THE WOWSE | You Are the World’s Best Story-Teller…………………………………39 Webinar Highlights …………………………..……………………………………………………………...40 Events Highlights ……………………………………………………………………………………………42

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The Successful Coach Magazine | Issue #4 | February 2014

How to

FEATURE ARTICLE

Succeed & Lead

AUTHOR SHARON PEARSON, Founder of The Coaching Institute

I am a huge fan of studying the expertise of others to learn how they think. John Grinder and Richard Bandler called in ‘modelling’. Tony Robbins once said that he doesn’t claim credit for any of his ideas, because he knows that all his success comes from the work of those who preceded him. EVERY IDEA IS THE CHILD OF ANOTHER PARENT, SOMEWHERE IN THE WORLD, WHICH IS THE CHILD OF ANOTHER PARENT. In other words, we can’t claim credit for the entire idea, without giving credit to the person or product that triggered our thinking.

One of the people I have studied to learn more about how to think about success is Jim Collins. He studies leaders and successful companies, looking for patterns to their success. He attempted to distil many attributes and actions into manageable, replicable skills that we can transfer to ourselves, and thus achieve those same results. In his book Good to Great, he studies rising star companies of that time, and extracts the key attributes that he observed as contributing the most to the success of those companies and those leaders.

ATTRIBUTES

SUCCESS In Leadership

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1. LOVES A VISION AND BIG HAIRY AUDACIOUS GOALS AND ALWAYS INSISTS ON THEM At the heart of any company is the vision the leader and the team share – the reason they are there. If it’s just to collect a pay packet, lift your game! You’re only hurting yourself and the team, and you will never reach your full potential. Your career will be one of constant moves, dissatisfaction and blaming the company. But it’s you, and your problem will go with you. Whilst you’re with the company, throw in with the vision it has shared with you; support it, champion it, breathe it and that way you’ll know true commitment. You will flourish, ‘get ahead’, be admired and experience not just success but fulfilment – that feeling of meaningful endeavour that people seem to say they’re seeking and rarely simply create for themselves right where they are. For anyone in the company this is an imperative. As the leader this is a requirement of getting into leadership and then staying there. It’s not a negotiable, or an optional extra you get to decide you’ll support if you feel like it. It’s a constant that you have to demonstrate every day, consistently and with commitment. A vision is the blueprint to the business’s heart. It’s what it stands for and represents and champions. The vision of The Coaching Institute is ‘Live Your Dream’. Our mission is to, ‘Help create the most extraordinary coaches in the world’. Then there are the goals. Not average, every day goals, but the audacious ones that get your heart started. The record-breaking, ‘you’ve got to be kidding’ goals that take your breath away and if you were to achieve them would have you completely thrilled with your own sheer genius.

Average leaders set average goals, or worse still, don’t talk about goals at all. Or WORST still – and I can’t stand this – they talk to their team about their own goals and not the team’s goals! How completely self-involved, narcissistic, and pointless an act of futility that is! Being audacious encourages the ‘go getters’ in your business to really get excited. Do it enough and the people who would like to ‘get by’ start to get the message that they can probably move on. You’re not helping the ‘go getters’ if you pander to the ‘get by-ers’ – you’re doing them a disservice so don’t hold back on your goals – fulfil the aspirations of the big thinkers and watch what happens. And you’ve got to persist. Great ideas are always knocked by ordinary minds. Push through, keep going, be completely uncompromising as you persist and insist that we’re going to think big.

2. HAS EMOTIONAL INTELLIGENCE, SELF-AWARENESS AND THE CAPACITY TO LISTEN TO ASSIST AND SO ENGENDERS A CULTURE OF TRUST AND RESPECT Emotional intelligence is a tough one to measure and a tougher one to teach. Emotional intelligence is the ability to read the play, to bring people with you and to be attuned to what is going on around you. Emotional intelligence is knowing when to speak, when to listen, when to champion and when to correct.

The Successful Coach Magazine | Issue #4 | February 2014

3. DEVELOPS A CULTURE OF DISCIPLINE AND REJECTS THOSE WHO DO NOT SHARE THE VALUES AND STANDARDS OF THE ORGANISATION

Build Up DIPCIPLINED PEOPLE

DISCIPLINED THOUGHT

DISCIPLINED ACTION From Good to Great by Jim Collins, pg.127

The same qualities that I have noticed and you have noticed in great leaders Jim Collins and his researchers also saw. Again and again the words disciplined, rigorous, determined, fastidious, systematic, methodical, demanding, consistent, focused, accountable and responsible keep coming up.

The entrepreneurial death spiral has begun. Bureaucracy is there to compensate for incompetence and lack of discipline.

There is no escaping it – people in great companies are extreme in the fulfilment of their responsibilities.

The idea is to build a culture around the idea of freedom and responsibility. Then fill that culture with self-disciplined people who are willing to go to extreme lengths to fulfil their responsibilities.

Here’s the scene – the company is young and vibrant and innovative. The people who are there love that they can get things done and there is a fast turnaround on their ideas and creativity. Then, because of this success, the company grows and there’s a need for more processes and systems to make sure nothing is missed – it’s too big now for one person to keep it all in their head – but the price you pay is less innovation and ‘getting things done’ as bureaucracy slows things down and turnaround times start looking quite snail-like. Professional management is brought in and they love a system – and things slow down even more. Good people leave because the ‘place just isn’t the same’ and the ordinary people are compensated for with even more systems.

The solution – only hire disciplined people. And only allow a culture of discipline with an ethic of entrepreneurship.

The freedom is to invent and be innovative – something I demand in my business and causes some people to ‘de-select’ themselves and others to thrive and strive. This freedom is not abused to justify going outside of the existing systems because the ‘mood’ takes them or it suits their own agenda. The responsibility to follow through on initiatives and own the consequences until the new idea works and contributes to the whole organisation. The freedom you have to operate within the framework of a highly developed system. Self-discipline – to take care of the details and the systems, and more importantly, the selfdiscipline to conduct yourself professionally, quietly and calmly at all times with no exceptions.

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4. CREATES A CLIMATE WHERE THE TRUTH IS HEARD, THE BRUTAL FACTS ARE UNEARTHED, THE FEEDBACK IS DELIVERED AND THE AUTOPSY IS CARRIED OUT AS A WAY TO LEARN AND IMPROVE – LEADS WITH QUESTIONS, NOT ANSWERS; ENGAGES IN DEBATE, NOT COERCION One of the dominant themes of successful companies is that the great results come about because of a series of good decisions, diligently executed and accumulated one on top of the other. There was no major turning point or massive action that caused the business to launch into success. It’s incremental improvements and strategic innovation that fits within the core capabilities of the current structure.

One of the things I say a lot – (and I mean, a lot) – is that we can’t expand or innovate until the core part of the business is humming along.

“The moment the leader becomes the primary reality people worry about, rather than reality being the primary reality, you have a recipe for mediocrity, or worse.” (Good to Great, p72) To ensure that you don’t become the problem, have structures and systems in place to enforce accurate and factual reporting to you so you can’t hide from the brutal facts and your team can’t hide them from you either. Another way to accomplish this is to lead with questions, not answers. Start with ‘I don’t know’. Resist talking the ‘answer’. You should ask your team more questions than you answer. Seek to understand, to consider alternatives, to see why the concern needs to be addressed and to be clear on consequences. It’s also important to engage in dialogue and debate – not coercion.

For example, people ask us all the time when are we expanding overseas. The answer to that is when we do what we do in Australia as brilliantly as we should. As exciting as it seems to keep expanding there is no attraction for me as long as I can perceive the gaps we haven’t closed. The ‘brutal facts of reality’ are faced by strong and effective leaders every day. They don’t hide from how things are, or stay in denial about what needs to happen. When you face the truth, the path forward becomes more self-evident. This doesn’t mean you give up on thinking big – think big! – but you make sure you constantly refine and adjust the pathway to getting there along the way with the brutal facts of reality.

Be hostile to complacency and mediocrity.

Be the mediator, not the autocrat who settles things. Allow the chaos; allow the exploration; allow the adventure of discovery. Allow intense dialogue about issues. As long as it’s on the facts of the issue, and it engages people in the search for the best answers, encourage the debate to continue. Don’t shut it down because you’re not getting your way. If someone on your team has an idea that may improve the business, allow it to be aired fully and approach the idea with the attitude ‘what if...’

The Successful Coach Magazine | Issue #4 | February 2014

They have to back their idea up with the criteria for success – and they have to be willing to also consider and answer your questions fully. An indicator this process is being abused is when one person always seems to have ‘statements of fact’ and ‘firm conviction’ and rarely has questions or admits another way may work. None of this is disciplined exploration or facing the brutal facts – it’s undermining the culture, the goals and the confidence of the team for their own personal, insecure gains. They either stop doing it, or get out and good luck finding somewhere where it’s tolerated, let alone appreciated.

The next way to ensure you’re facing facts is to conduct autopsies without blame. If you see people hiding their mistakes, brushing over errors, sweeping limits under the rug or otherwise not facing their shortcomings with anything less than full frontal honesty is a clue to the person’s lack of ability to assist in the growth of the company. They are, in fact, probably a liability to the effective leader. When a mistake is made it’s the people who want to talk about to improve that are marked for leadership. When something goes wrong, the person who shrugs and says ‘Oh well, lesson learned’ is a concern unless the thinking behind the decision is changed. Don’t preserve the image of your track record as a leader – take responsibility for the bad decision, talk about it, learn from it, change your behaviour, your systems and/or the structures, but whatever you do – face it, own it and get better because of it.

The next way to ensure you face facts is to build into your structures and systems checks and balances and forced feedback to ensure accurate reporting or what’s occurring. What indicators tell you things are off track? What are your clues that something is amiss or needs to be addressed? For me, a major indicator that someone or something is not on track is if a report doesn’t get done on time or without prompting. If the leader or team member is unable to produce the regular, systematic stuff that occurs all the time, then it’s unlikely they’re managing the day to day stuff, the surprises – and they are very unlikely to be improving things in their department. As the leader, you also need to tell the team member when you have seen a ‘red flag’ – an indicator of a concern. I had a ‘red flag’ when a team leader missed a deadline for a Weekly Status Report. I raised the concern, looking for other indicators of overwhelm and lack of focused discipline, and saw – overwhelm, confusion, blame and justification. There was one more conversation, but it was obvious the role was too big and subsequently the person stepped down from leadership, with relief. You will build a more resilient and robust organisation if you have this approach of brutal honesty and facing the facts without flinching. Not everyone loves it – people who seek comfort in sameness, mediocrity and ‘getting by’ will quickly feel the pain of facing scrutiny that they are unaccustomed to and have no intention of experiencing. Good. Get them out and free the ‘go getters’ to get on with it, unencumbered by the fragile egos and pointless insecurities of the ‘close enough is good enough’ mind.

Your attitude is to prevail. You do not stop. You do not give up. You do not make exceptions.

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BRINGS STRATEGIC THINKING AND SOUND DECISION MAKING ABILITIES TO EVERY DECISION SO THERE IS NO ‘RUSH’ OR LAST MINUTE FIXES

ABILITY TO SELECT, DEVELOP AND INSPIRE THE BEST TEAM OF PEOPLE

You know when the team member is destined for leadership – they act within the parameters of their role, but they THINK outside the parameters and see the connections between seemingly unrelated ideas and bring them together. I recently had a new team member come to me and say they wanted leadership. My assignment was to have them come to me with five to ten questions each day. It took five questions to know they were not ready for leadership and were best suited where they were. Their questions could have been answered by anyone in the business, and did not involve any demonstration of how the moving parts of the business could be pulled together. This one quality – bringing complex ideas together to form a new and useful outcome – is rare, prized and to be developed.

The longer I lead the more I realise I hurt the business every time I am slow to act when someone is identified as wrong for the business and I don’t do something about it.

Every time. No exceptions. By wrong I mean – they don’t value the culture or defend it, they let their standards slip and justify it because they’re the exception, they think doing their job is enough, they are determined to show that they know best at the expense of others. They have to go. And every time I don’t listen to my own advice the people in the team pay the price. In Good to Great Jim Collins talks about the top companies who recruit great people before they decide where they’re all going.

They begin with who, rather than what. As he says, if people join because of where you’re going, and then you change directions, what do they do? Leave? But if people are on the bus because of who else is on the bus, then you can change direction. The right people don’t need to be tightly managed or motivated – they are self-motivated and have inner drive and self-discipline. They don’t need certainty and hand holding to get on with the job. Just as importantly, Collins talks of the importance of getting the wrong people off the bus. And when in doubt, don’t hire – keep looking.

The Successful Coach Magazine | Issue #4 | February 2014

DEMONSTRATES SYSTEMATIC INNOVATION TO CONSTANTLY IMPROVE PRACTICES; RELENTLESS IN STIMULATING PROGRESS TOWARDS TANGIBLE RESULTS AND ACHIEVEMENT, EVEN IF IT MEANS FIRING ‘CAPABLE’ PEOPLE WHO DON’T FIGHT FOR THE SAME THING

COMPLETE BELIEF THAT THE BUSINESS WILL PREVAIL, AND DEMONSTRATES PERSONAL CONSISTENCY AND COMMITMENT TO THAT END, REGARDLESS OF THE CHALLENGES AND DIFFICULTIES THEY AND THEIR TEAM FACE

I am asked often about what growth the company will experience next and I’ll quote Collins once again to sum up my thoughts – “No company can grow revenues consistently faster than its ability to get enough people to implement that growth and still become a great company. If your growth rate in revenues consistently outpaces your growth rate in people, you simply will not – indeed cannot – build a great company.” (Good to Great, P54) And if you find you have to tightly manage someone, you’ve made a poor hiring decision. I know the person is wrong the moment I think about how to solve the problems they’re creating. If I have to design a system to manage their problems, they are the problem.

Underlying every day in my business I am determined to find a way to achieve our goals. I don’t allow doubt in for a moment. Why? Because I’ve seen the price people pay for letting doubt in. They second guess themselves, they hesitate, they take their eye off the prize and focus on what could go wrong, which means the thing they worry about happens. The best people in my business believe that the business will prevail, it’s worth the effort and they can contribute to its success. They are consistent with the attitude – their time and energy is not chewed up worrying about themselves, how they feel, what they believe and what they can’t do. They are getting on with the job rather than treating their role like a personal development workshop. Challenges are inevitable. Every day. Every single day. No exceptions. Never a day off. Challenges. Challenges. Challenges. The idea isn’t to get rid of the challenges; it’s to not be fazed by them. They’re going to happen, so be the person you need to be to handle them. If, in the face of a challenge, you get calmer, more determined, more focused and more disciplined, then you’re a leader. I see people who say the right things about leadership, but there is only one measure of leadership that matters – how they perform under pressure. We can all lead when everything is cruising. It’s another set of challenges to lead when something goes wrong. True and great leadership inspires others as the challenges occurs, not just in the good times.

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10.

LET RESULTS DO THE TALKING AND EVERYTHING ELSE IS BACKGROUND NOISE

UNCOMPROMISING AND RIGOROUS ABOUT STANDARDS EVEN IN THE FACE OF ADVERSITY

WHEN SOMEONE SAYS ‘BUT I WORK SO HARD,’ I KNOW WE’RE HEADING FOR A TOUGH CONVERSATION. If the world rewarded efforts, there are a bunch of people who do sweat job labour who deserve a lot more than they’re getting. I’m not being funny at anyone’s expense here. I’m doing the opposite. The world does NOT reward the hours of work. It does not care about how hard you tried. It does not notice the intention of the effort.

All that matters is the outcome. The value of the outcome. If the outcome is what you wanted, but it’s a small outcome with little consequence or impact on others, then it’s a low value outcome and the reward will be small. If you achieve an outcome that influences many, contributes to many, benefits many, and solves problems for many, then your rewards will be bigger. The process of how much effort for you to get there is less important than the actual outcome. Don’t talk about the complexity of the steps and the hours of work and the difficulties you face. Talk about the people you help.

Only measure results when assessing your progress as a leader. Either your team gets the results they want or they don’t.

That’s you.

Jim Collins is a hero in my eyes. For years my attitude has been to not compromise in my business regardless of people telling me I was being too hard. Then I read Good to Great. Happy days. The whole book is infused with examples and citations of where leaders have been uncompromising and demanding. Even when the times get tough, the standards can’t be dropped. In fact, especially in tough times, the standards must be upheld. For example, everyone is busy and the phone answering policy is to answer it within two rings. That number stretches to ten rings because everyone is busy. Then things settle again, and the phone rings. Ten times. I believe that the little things stack up to being indicators of the big things. Compromise on the little things and the big things get to slide.

If you as the leader waver when things get tough, then you send the message to everyone in your team that it’s okay to drop their standards when the going gets tough. Then you have your entire team dong what they think they should when it’s busy or challenging. Standards are completely gone. The unwritten ground rules are not even close to the actual benchmarks. And there is nothing you can do about it.

The Successful Coach Magazine | Issue #4 | February 2014

11.

12.

CREATES THE SUSTAINED BUILDING OF MOMENTUM ALWAYS, WITHOUT COMPROMISE OR EXCEPTION

IT’S NOT ABOUT THEM, IT’S ABOUT BUILDING A GREAT COMPANY AND THEIR AMBITIONS ARE FOR THE COMPANY – THEY HAVE A SENSE OF PURPOSE BEYOND THEIR OWN SUCCESSES

Great leaders, I’ve observed, build a sense of urgency and momentum as the year unfolds. It’s never the same thing, day after day. It’s not more of the same. It’s new approaches to the same things. It’s trying different ways of doing the old things. It’s looking at the old with fresh eyes and challenging the status quo. This means your team must be resilient and capable of enjoying challenging the status quo. If they resist, complain or avoid it, then you’re going to be pushing it to no avail. Momentum is also built by setting progressive goals and benchmarks. For example, with one team we set the team goal of achieving 45 X’s. Then we worked out individual goals. Then we focused on increasing Y. Then we worked on increasing the quality of X and Y. And so on. This was all over 90 days. And it was talked about often, encouraged and trained. The team was supported to achieve it, rewarded with recognition and encouraged. There is a sense of pride when it works and the key to this is you as the leader bringing your complete perseverance to the task.

One of the most valued and prized qualities we look for when we interview new potential team members is how they answer this question – “Why do you want to join The Coaching Institute?” The answer we usually get is about how they want to be part of our positive culture and how much they want to be that way too. Sigh. The reason we have the culture we have is because we hire people who come with the positive stuff already built in. They don’t ‘get it’ because they join us. They bring it so we have it. If the team member thinks their own success is more important than that of the company, we will fail. If a leader thinks their success is more important than their team or the company, the leader has to go. They will poison the culture of the organisation. When ego goes ahead of team, we all lose. When self-interest gets ahead of the organisation, the team pays the price.

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“So you can teach

90 DAY CHALLENGE SUCCESS

an old dog new tricks!” AUTHORS KEVIN GAMMIE, Thought Dynamics Consultant

It all started with a 90 day challenge.

This got me thinking… MY GOALS WERE TO INCREASE MY SMALL BUSINESS CLIENTS FROM 6 TO 12, AND TO WRITE AND PRESENT 3 WORKSHOPS BASED ON THE THOUGHT DYNAMICS MATERIAL. THAT’S TWO PARTS ANYWAY.

So one week down and here’s a story… A mate of mine turned 50 over the weekend, and catching up with all our friends is always a great evening. With most of my friends owning their own businesses, talk naturally turned to business and what each has been up to. When asked what I was up to, we discussed a recent presentation about the Psychology of Sales. With the 90 day challenge in full swing (week one) I have decided to make this the topic for a client’s training on Friday. I’d reviewed the section, talked to my buddy and then developed the presentation for my client. Discussing this with a mate I realised a few things, particularly how far I’d come in the last year, how much I’d actually learned and implemented, especially in the way I’m thinking. You see it was a year ago that I put in place an action plan to exit my previous business that I established in 1999. Aged 47 and finding myself feeling ‘trapped’ and at the mercy of my business, I decided to create an exit strategy. Freedom here we are…

The discussion around the Psychology of Sales was interesting, it is something I’ve been studying (insert reading Thought Dynamics content & discussing implementation strategies with my buddy) and with the presentation to a client only a couple of days earlier, my friend was particularly interested. As we discussed the process of separating the act of sales and the process of sales from the ego of the sales person (and we’re all sales people), it occurred to me why I had the mixed feelings around my previous business. I had in fact confused the business ownership as being me, rather than as a vehicle. You see when I thought egotistically, that the business was me and I was the business, my happiness would rise and fall on the success of the business from time to time. BY SEPARATING MYSELF FROM THE BUSINESS I COULD HAVE SAVED A LOT OF EMOTIONAL ENERGY THAT COULD HAVE BEEN UTILISED IN SERVING THE TEAM AND CLIENTS BETTER.

So what does all this have to do with the Psychology of Sales? You see the best sales people in the world realise first that this is something they do, it is not them. It’s a process and improving the parts of the process will improve performance. As I put this to my friend a light switched on and he could see the practicality of this approach. Understanding this and implementing it could improve his performance in the area and it could in fact give him greater purpose and a positive

The Successful Coach Magazine | Issue #4 | February 2014

approach to his dealings with clients. His main role is not in sales although he has a lot of client contact and he saw instantly how he is a key advocate for his business and in fact, this gives him the opportunity to promote what his business is in a more positive way through his interactions with them. A GREAT SALES PERSON IS ALWAYS ADVOCATING THEIR BUSINESS, BELIEVING THAT WHAT THEY HAVE IS WHAT THEIR CLIENTS NEED, THEY’RE ALWAYS PROMOTING. Having a complete passion for what you’re doing shines through, everyone sees this in you and in turn they are drawn to what you have to offer. We went on to discuss the distinction of creating the Self-Concept comprising of  



IDEAL SELF The person you’d like to be SELF IMAGE Who you see yourself as now, and how they relate to… SELF-EESTEEM The wider the gap between the two, the more challenged your self-esteem becomes.

In looking at the Psychology of Sales you identify the sales person you’d like to be and identify the process they employ. This will give you your developmental areas. WE ALSO TALKED ABOUT MASLOW’S HIERARCHY OF COMPETENCY:

0 - Unconsciously Incompetent (Unaware) 1 - Consciously Incompetent (Awareness) 2 - Consciously Incompetent (Learning) 3 - Consciously Competent (Basic) 4 - Consciously Competent (High) 5 - Unconsciously Competent (Mastery) 14

When overlaying this as a benchmark with the areas of the sales process you have the areas you need to develop and a map for improvement and a road to mastery. It was only a 15 minute discussion but he got the gist of it and is keen to attend a workshop when I open it to the public.

Workshop client #1… Yay!!! Then Monday morning after writing this for my blog this week, one of the guys from my client called to see if I could modify the workshop for their clients industry. The client they had been talking to that morning had shown interest in developing staff to take on more responsibility and as the discussion unfolded, my client realised that it really was the psychology of sales they needed.

Workshop client #2. HOW GOOD IS THAT! MY CLIENT IS PROMOTING MY WORKSHOPS WITHOUT BEING ASKED… And after reviewing my emails, another colleague from my BNI chapter is keen also.

Workshop client #3, and I only posted the article at lunchtime. Maybe there is something in the promotion stuff after all. ROCK ON THOUGHT DYNAMICS. Thanks to Sharon, Matt and the TCI team for challenging me to get out there. I know I’ll fill this workshop quickly and be building the next before delivering. Picking up coaching clients and having a ball!

See an old dog can learn some new tricks, particularly when they’re open to new ideas and challenge.

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WELCOME TO THE 90 DAY CHALLENGE 2014! Here in the challenge we are all about helping students to find their first paying clients… and once they do that, we teach them how to do it again and again until it becomes easy… just like riding a bike. In true TCI style this year we have upped the ante and added in even more support into the challenge, more content being added, new special webinars, once off interviews with successful coaches and extra special free content from our best programs! Boom! Last 90 days just before Christmas we had 24 students work with their first paying clients ever, that’s 2 a week! Will you be one of our successes in this 90 days? If you said YES, send through an email to the WOW team at wow@thecoachinginstitute.com.au and answer this question to gain entry into this exclusive program.

“Why will YOU make this 90 day challenge work?” Speak soon! Matt Lavars

The Successful Coach Magazine | Issue #4 | February 2014

The Critical

WORLD OF META DYNAMICS

Thinking Model

AUTHORS SHARON PEARSON, Founder of The Coaching Institute THE FUNDAMENTAL STRENGTH OF A GREAT COACH IS SOUND JUDGMENT. They see a situation from many perspectives, run it through their mind through many scenarios, see the consequences and how this decision links to many other decisions, and is able to ascertain the soundness of the decision. This critical thinking ability is what separates the coaches who can ask questions, and the coaches who know what to do with the answers. All conversations with our clients are meant to provide value. There is value in asking questions. There is exceptional value in being able to know the next question because the answer has revealed so much – versus the coach who asks questions because they don’t know what to ask or are simply gathering information. Edward do Bono describes the person who cannot think as, ‘a cork floating along on a stream with no control over its destiny’. Steve Jobs was impatient with people who could not think. Richard Branson prizes thinkers in his businesses. Wherever we see high performance in business and in sports, we see the thinking behind it that challenged the status quo and saw a potential where others saw what was and accepted it. Henry Ford said, ‘Thinking is the hardest work there is, which is probably the reason why so few engage in it.’

Many people think they think, only to find what they really do is feel stuff, aim to avoid the bad feelings, make the decision on what will cause the least disruption and then do that.

Thinking separates the followers from the leaders. It separates the people who caught up in the emotion of the moment from those whom calmly navigate their way through the challenge. Thinking is our greatest asset in business. It’s more valuable than our products, because if you can think, you can think of new products. Steve Jobs, on his return to Apple in the late 1990’s, cut 14 computers from their range so they were left with one. It wasn’t the product that made Apple – in fact, Jobs argued it was the choice of product that was destroying the iconic brand. He knew success was not in the product choice, but in the product that delighted the consumer. The rest, as they say, is history. Critical thinking is not easy. You can tell it’s not by how many people jump on ‘band wagons’ of popular opinion rather than think for themselves. Every study shows over and over, if enough people do one thing, the rest of the group will fall into line. They want to avoid the thinking it would take to break out from the group. Even if they know the answer is wrong, they will give the wrong answer rather than risk being left out of the group.

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Our desire to fit in, and to not stand out or be singled out is so dominant it turns our brains into neutral. But, to be effective in business and as a coach, we must be able to show our clients that we can show them the way. They are not interested in our need to belong and to be part of the pack. They want results. They want to increase their profits. They want a better team. They want more leadership from their people. All of that is achieved through thinking at the highest level. There are now more and more books on critical thinking than ever before. It’s wonderful to see. WE HAVE TO BE AHEAD OF THIS WAVE TO BE THE LEADERS OF THIS INDUSTRY WE WANT TO BE.

Critical Thinking Model This model is about learning how to think – critically – about a situation or scenario. It means we can bring more than just people who ask questions. In this model, I propose a number of questions to ask to get the thinking going. The idea is to give us multiple ways of looking at a decision, a scenario or a situation, to allow us greater clarity, great focus and a strengthened ability to drive the decision that needs to be made.

Questions for the Critical Thinking Model

What is the rationale for this suggestion? What is the purpose of this? What will this give us that we do not currently have? What problem does this solve or what improvement does it give us? What has been done before like this? What were the results? Has structure, implementation and people been studied thoroughly for gaps before a new idea is initiated? Could this be a lack of one of these that is causing the need for a solution that if it was addressed, would alleviate the challenge? Before you decide, what is the team member not doing? Is this a training issue? Is this a discipline issue? Is this a priority issue? Is this an application of systems issue? Is the team leader failing to direct the traffic for their team so they are overwhelmed because of lack of structure and systems? What are the consequences of doing this? Who will this impact? What will this impact? What are the possibilities that this will give us that we don’t currently have? Include what we haven’t already considered. What do we have in place currently to make this possible? What structures do we have and what systems? Is this decision moving us away from core or keeping us true to core? Will this cause us to have to overextend ourselves or add cost that isn’t necessary? Do the benefits and return on investment of the decision outweigh the costs? Why wasn’t this done before? What do we need to do to improve our structures and systems in the future so that we don’t have to solve this problem or invent this solution again? Moving away from the details of this particular issue, what would we change to our processes in the future to ensure we anticipate this challenge and get ahead of it so we don’t do ‘last minute’ or ‘bushfire manage’?

“

The Successful Coach Magazine | Issue #4 | February 2014

THE QUESTIONS IN THIS MODEL AIM TO LOOK AT A DECISION OR AN IDEA FROM MANY VIEWPOINTS. We learn about the decision, and its appropriateness, but more significantly, we learn how the decision-maker thinks.

If we only examine the decision, we’ve coached the situation. If we examine the process of decision-making, we can coach the pattern of thinking. This zis much more valuable, and moves us from coaching the moment, to coaching for the long term.

If we coach the situation, we have not added value for the long term. We have offered a ‘remedial’ coaching session.

If we coach for the thinking, to help improve it over time, we have offered a ‘generative’ coaching session.

FOR MORE ON THE CRITICAL THINKING MODEL AND OTHER MODELS OF THINKING, ASK ABOUT META DYNAMICS AND THOUGHT DYNAMICS PROGRAMS AT THE COACHING INSTITUTE.

ALBERT EINSTEIN FOR COACHING WITH THESE MODELS, ASK ABOUT HIRING A THOUGHT DYNAMICS CONSULTANT.

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Success

HEALTH MINDSET

Principles for Health A light-hearted look at the attainment of health AUTHOR KERRYN GAMBLE, Thought Dynamics Consultant

Recently I was reading about an inspirational company that lived its values and to illustrate this, employees were offered an additional 30 minutes of lunchtime to use the onsite gym facilities. During a moment of self-reflection, I became curious about how the success principals could be applied to the achievement of outstanding health and this is what I came up with:

Principal #1 BOUNDARY CONDITIONS: Boundary conditions are the conscious limits of our thinking. If we keep our behaviour within what is familiar we will only ever experience what is familiar. Changing the way you approach your health goals may require you to re-align your values or change your language around how you communicate with yourself and others. It comes back to having a big enough WHY. Sometimes a little nudge in the form of a dare or a challenge can do wonders to move us beyond our current limits or comfort zone. Many years ago when I was doing a lot of physical training for a specific event, I remember telling my Dad about a particular manoeuvre that required reasonable strength to execute. My Dad very politely suggested that because I was female and didn't have the same level of shoulder strength as a male, I probably wasn't going to be able to do this. It did wonders for my motivation levels and achievement of this goal!

Principal #2 CAUSE AND EFFECT: This is about having a choice. What side of the line are you? We may not be able to control EVERYTHING that happens to us, what we can control is how we respond. As Stephen Covey says, "Things that matter most, should never be at the expense of things that matter least". If we are referring to exercise, then it may be time for an accountability buddy. If we are focussing on eating well, always have a few great food choices with you in your bag, so that you are not completely reliant on the food available at the office, during meetings at functions etc.

Principal #3 WHAT WE FOCUS ON IS WHAT WE GET. Where is your focus, is it on lack, such as "I need to lose weight" or on abundance "I love experiencing great health and vitality"? When it comes to health, my belief is that great health is achieved by eating well, moving well and doing something you enjoy.

Principal #4 THE MAP IS NOT THE TERRITORY. No matter how much you believe you know how to achieve great health, the proof is in the doing, not in the knowledge. Enough said!

The Successful Coach Magazine | Issue #4 | February 2014

Principal #5

Principal #6

THERE IS NO FAILURE ONLY FEEDBACK.

BE 100% RESPONSIBLE FOR CHANGE:

Previous efforts haven't worked? Try the 80:20 rule to be successful in experiencing better health. It's flexible enough to cater for all kinds of social occasions, helps you keep sight of what is important and eliminates the need for "dieting".

All together now "I am driving my bus". It can be empowering for some and a little scary for others when you acknowledge that you are steering your life in the direction you choose. One common observation among people who have great health and those who are committed to achieving better health can be seen by their ability to calibrate themselves based on their results and what they want their results to be and great self- leadership.

This means that more than three quarters of what is on your plate is high quality food. Some people find it easier to think of this on a meal by meal basis, others prefer to apply it over the course of the day. If your results are not what you expect, time to re-evaluate, look for hidden sabotages or seek professional assistance.

Principal #7 INTEGRITY AND INTENT: To experience great health, here are a few guiding principles . You really can have whatever you desire. Set your intent for what you want to experience and do that! If you know you are going out somewhere and your intention is to enjoy the food, schedule in a little more activity before this and a little more the day after if you like. Steer clear of the food credit trap, "I'm going to have whatever I want and worry about it later". For example, every Christmas day I choose to indulge with intent! This is off-set by eating with integrity most of the time and committing to regular activity.

Principal #8 CURIOSITY IS THE KEY: Get curious about how others achieve their health goals by asking them and pick up some new ideas that might work for you! I spent hundreds of hours getting curious and asking people what they did and didn't eat as a private practice Dietician. What was interesting was seeing the patterns that anyone struggling with their weight mostly conformed to. One of these "patterns" was having no breakfast, or a poor quality breakfast. The flow on effects for metabolism, appetite and cognition are well documented. If you are not currently a breakfast eater, I invite you to get curious about what options will work for you and then try them all.

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Principal #9 EMBRACE UNCERTAINTY: Try something new, you may or may not like it. Just imagine for a moment how fabulous it would be to discover a new food, dish or active pursuit that rocked your world? Set yourself up for success and enjoyment regardless of the outcome by rewarding your adventurous spirit with a little treat (yes a little bit of certainty!). Acknowledge yourself with something (non food related) that you really enjoy -a massage, a new book to read, new music to listen to, tickets to something you enjoy, a new item of clothing, ring a friend, watching some TED talks :)

Principal #10 BE THE BEST WE CAN BE: Feed yourself the freshest quality you can afford. Fresh is always best. At the supermarket spend more time shopping around the outside, this is where the less processed food options are. Do some batch cooking, especially in winter when there are less delicious summer fruits and salad veggies around. I highly recommend home-made veggie soups, these are great to batch cook and freeze and make fantastic hearty lunches or an instant hot and tasty meal. A bowl before your main meal may help you moderate your appetite if you find that you tend to over-eat at dinner time. BE A ROLE MODEL AND AN INSPIRATION TO OTHERS, TO YOUR CHILDREN, TO YOUR COLLEAGUES AND MOST OF ALL TO YOU

DEEPAK CHOPRA

Cheers to your health!

The Successful Coach Magazine | Issue #4 | February 2014

COACHING TOOL

D.A.R.E to Achieve AUTHORS SHARON PEARSON, Founder of The Coaching Institute

The G.R.O.W. Model for coaching has

In Meta Dynamics we have many models

become the standard methodology for navigating a coaching session with a client. It offers a roadmap of sorts to guide us through the questions we can ask. Its strength is in its sequence of thinking – from goal, to actual situation, to possible options to actual commitment.

for studying our thinking, and for seeing a situation from many points of view. One of the most basic, yet useful models for achieving this is the D.A.R.E. Model for Coaching. D.A.R.E. IS THE ACRONYM FOR DESIGN, ACCESS, REALISE AND EVOLVE.

This sequence of questions provides a logic that is irrefutable. What it misses, however, is seeking to find what can augment the thinking the client brings to the situation, opportunity or challenge.

The D.A.R.E. methodology is based on the principle that action without change in thinking results in same action, and no change.

AS A COACH AND MENTOR TO MANY, I’VE FOUND THAT THE GREATEST VALUE IS PROVIDED WHEN I HELP A CLIENT SEE THE GAP IN THEIR THINKING THAT IS CAUSING THE CHALLENGE OR SITUATION IN THE FIRST PLACE.

To change our actions, we must be prepared to change our thinking. To change our thinking, we must be willing to challenge our own built in desire for the ‘status quo’ and our desire for certainty in an uncertain world. Certainty comes when we are flexible in a changing world. Flexibility of thinking is therefore the key to our success.

I truly believe that if we change our thinking, our challenge will change, or disappear, or at least, our perception of it must change.

This questioning model is built around the thinking that ALL starts in thinking, not external to us.

So rather than coach the situation, I seek to get to the ‘meta’ of it – how it came about based on the client’s thinking.

D-

DESIGN

A-

ACCESS

Here are the summary questions you can study, to think about what these questions achieve that the G.R.O.W. Model does not.

R-

REALISE

E-

EVOLVE

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Summary Questions

– DESIGN

– REALISE

What do you want to achieve?

What’s your first step?

Why does it matter?

What does anyone else have to do?

What will it give you if you achieve it?

How will you know you’ve achieved it?

What will you need to bring to complete this?

What support do you need as you complete this?

In this section of questions, we’re looking to explore the purpose of the goal. If it’s a challenge, the questions change to, ‘What does this challenge prevent you from having to think about?’

– ACCESS

Here we’re getting clear on the actual action steps. We’re approaching it as a project manager would, being organized about what is needed, including resources.

– EVOLVE

What categories are there to consider?

What have you learned?

What are the benchmarks for each category?

What would you do differently next time?

What’s your new beliefs about how you see the world?

What’s your new beliefs about how you think the world sees you?

What are the benchmarks for progress?

What’s the plan for achieving these benchmarks?

In this section of questions, we’re examining the different parts to the situation. Too many people feel overwhelm because they don’t construct a logical, sequential and organized approach to a situation, goal or challenge. We assist the client in establishing the categories of experience that will matter and assist in the achievement of the goal.

This is probably the most important section. Up until now, we’ve been assisting in progressing through the situation. Now we’re going to check in and look at the thinking that was brought to this. We want to ensure there is generative progress, through capturing the learning, the new thinking, the new awareness that has occurred.

The Successful Coach Magazine | Issue #4 | February 2014

The Full Model

– DESIGN

 Decide on your desired outcome.  Design your mindset, beliefs, values, standards and expectations for achieving the great outcome.  What tells you this matters? What if it didn’t?  How did you create this challenge/opportunity?  What would happen if you achieved this?

– ACCESS

 Access the categories of experience, the benchmarks, the evidence of success, and the ideal plan for the achievement of this outcome.  What needs to be considered to make this a reality?  What will be the evidence that this is progressing? What are the benchmarks for ongoing progress?

 What would happen if you didn’t achieve this?

 What will be the evidence that this is achieved? What are the benchmarks for success?

 What wouldn’t happen if you achieved this?

 What’s the plan for achieving this?

 What wouldn’t happen if you didn’t achieve this?

 Who needs to be told? Who needs to be included?

 Is this the real outcome, or is this because of a challenge somewhere else?

 What’s the first step?

 Out of ten, how important is this to you?  What’s the belief you would need to achieve this?  What values do you need to achieve this?  Do you control and influence this? Who else must be involved?  What do you see happening? What you feel matters in this? What are your current thoughts on this?

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– REALISE

 Realise the goal you want to achieve through taking planned action steps, with others or yourself.  What’s the first step by you?  What’s the first step by others? What or whom are you waiting on?  What can be improved as a result of this?  What else is impacted by this action?  What do we need to consider in terms of consequence?

– EVOLVE

 Evolve to the next level of thinking through new learnings and realisation. Awareness increases of strengths and stretches, and new standards and expectations are developed?  What are your key learnings from this?  How did your beliefs play out in this?  How did your values reveal themselves?  What else has shifted?  What else needs to shift?  What have you held onto that has held you back?

In many ways this model follows the approach I take to leading teams and facilitating workshops. Learning how to do something is great. Learning how to think about it is better, because we can take that learning to the next situation.

 What have you held onto that has assisted you?  What do you need to stop doing? What do you need to do more of or start doing?  What’s key for you, moving forward?

The D.A.R.E. Model of Coaching comes from Meta Dynamics and the Thought Dynamics Consultants are trained in its use.

The Successful Coach Magazine | Issue #4 | February 2014

The

WORLD OF THOUGHT DYNAMICS

Business of Thinking AUTHORS BENJAMIN AUSMUS, Thought Dynamics Consultant

“SIMPLE CAN BE HARDER THAN COMPLEX: YOU HAVE TO WORK HARD TO GET YOUR THINKING CLEAN TO MAKE IT SIMPLE. BUT IT’S WORTH IT IN THE END BECAUSE ONCE YOU GET THERE, YOU CAN MOVE MOUNTAINS.”

― Steve Jobs Have you ever wondered what it would be like if everyone in a company felt as passionately as the founder did about their work? Do you ever think about what impact this would have on every level of performance and job satisfaction in an organization?

We do… In Thought Dynamics, we examine the thinking behind the behaviour of individuals in business and, most importantly, how it effect’s the organizations outcomes. We profile the strategies and patterns that individuals in the company base their thinking around, and in turn, work to understand their communication and behavior. From there, we consult, design and facilitate education with the outcome of achieving a great result for both the immediate bottom line, and the wellbeing and culture of the company. YES, IT CAN BE A LOT TO THINK ABOUT… PERHAPS WE BETTER START FROM THE BEGINNING.

FROM 470BC - Socrates word to Plato’s scribe and the birth of critical thinking. FLASH FORWARD TO 1270 Thomas Aquinas’s cross examination methods. FLASH FORWARD TO 1600 Francis Bacon refining sophist thinking to create empirical modern science. SKIP A FEW DECADES TO 1628 and Descartes pens Rules for direction of the mind over several croissants (uncited). IN 1975 Bandler and Grinder develop NLP, powerful hybrid communication and therapy models (who’s heard of it?) FLASH FORWARD AGAIN (QUICKLY NOW), 1980 Edward De Bonos school of thinking brought a modern structure of operative thinking to the world (quite literally a school of thought). FLASH TO 1990, Modern applied psychology of Emotional intelligence comes along through Peter Salvovey & John Mayer (the psychologist not the pop star). Applied systems of Thought and Communication now grow, shape, change, develop and improve complex business structures by “standing on the shoulders of giants” (Newton). FLASH FORWARD AGAIN, 2014 WE HAVE

Thought Dynamics.

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Thanks for the history lesson Benny…

How is excellence in thinking applicable to business, right here, right now?

Why? We have noticed that so many organizations downplay what they call “Soft Skills” as a nice “thing” to have within the company. They almost always seem to have cultural & change difficulties and all the problems that go with it. Consider this;

OK, OK HERE SOME INSIGHTS INTO THE WHY, WHAT, HOW AND WHO, RIGHT HERE, RIGHT NOW, IN THIS ARTICLE…EXCITED? GREAT :) Whether you are a business of 1 or 10,000 people, we trust you will find something here to assist a shift in your thinking. Now……before we get stuck into the details, lets outline of some purposeful questions worth considering here…….

Why is it important for us to understand the strategies that individual’s in an organization use for thinking and communication?

What effect does the teams thinking & communication have on the bottom line results of the company?

How can we best foster positive change in an organization through education and training practices?

Who really needs to take action around this in business right now?

QUALITY OF THINKING (Internal)

COMMUNICATION (External)

“THE PROBLEM IS NOT THE PROBLEM” (Captain Jack Sparrow)

All the symptoms of staff bickering, poor sales results, shitty customer service, hump day syndrome etc. is rarely (never) the real issue… THE REAL ISSUE IS CENTERED WITH THE THINKING BEHIND THE CULTURE AND ENVIRONMENT. (Logan) The environment is so often not valued because the values are so often poorly communicated amongst its people. Lasting positive change and improvement in an organization rests on one rather large elephant in the room; Quality of Thinking (Internal) + Communication (External) x consistency = Culture and Environment. Without understanding and evaluating how the team is thinking and communicating, without raising the bar and educating the team, all of the problems that come as a result pile up and all the kings horses (and people) point directly and incorrectly at the symptoms and say – That is what is wrong with this company.

CONSISTENCY

CULTURE & ENVIRONMENT

The Successful Coach Magazine | Issue #4 | February 2014

What?

How?

Letâ&#x20AC;&#x2122;s look at a few areas where are direct result can be seen from training and improvement in thinking and communication.

To make the best decisions and choices, to do more with less, to strategically raise the roof on results, it requires three things.

Culture Educate and refine the thinking and communication around values and every area of the organization will improve. (Logan)

EVALUATION AND UNDERSTANDING OF THE CURRENT ENVIRONMENT.

EDUCATION AND TRAINING OF BEST PRACTICE.

CONSISTENT TRACKING, TRAINING AND REVIEW.

Leadership

This can be achieved by applying the followingâ&#x20AC;Ś

Yes, it starts with the leaders, by improving communication (external) and understanding its impact on levels of leadership, the culture, and the team, results are measurably improved and new standards are set.

Profiling

(Maxwell)

(Pearson)

Beginning with leaders through to all levels of responsibility we identify gaps in thinking and communication and measure the current data.

Planning Sales Mindset, attitudes and communication models of a high performance sales team are arguably the most important determinants of an organizations development.

The organization sets its objectives in consultation with leaders and a schedule of activity is formed to administer the training.

Models of thinking;

(Tracy)

From the gaps identified in the organization, a set of tailored education modules are set into the plan.

Customer experience

Training teams

With clear thinking and communication set within the culture, team members deliver a level of service that keeps your customers as raving fans coming back for more and referring more business.

Programs are facilitated that educate teams in the models of thinking and communication.

(Sugars)

Tracking of consistency & results TRIGGER-OPERATE-TEST-REPEAT. The new skills are tested, reinforced, measured and benchmarked. (Bandler, Grinder, Pearson)

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Who? Who really needs to implement this in business right now? Any business experiencing the following can see immediate benefits from these programs.

AUTHOR CAINE GOLDFINCH Thought Dynamics Consultant

 Teams looking to boost performance.  Small to medium businesses looking to increase numbers through sales and marketing.  Leaders frequently using time poor language.  Small to medium businesses looking to improve immediate cashflow.  Rapid expansion & growing pains.  Project management planning difficulties.  Companies looking to improve their culture.  Disputes between team members.  Difficulties or resistance in organizational change.  Leaders experiencing communication challenges.

In summation, shift your thinking shift your results. IDENTIFY THE NEED TO CLOSE GAPS IN THINKING IN COMMUNICATION. SPECIFY THE BENCHMARKS THAT THE BUSINESS IS AIMING FOR. CATEGORIZE THE AREAS THIS MUST BE APPLIED TO AND THE TRAINING REQUIRED. IMPLEMENT THE PROVEN AND MOST EFFECTIVE STRATEGIES.

To learn this, apply this or even teach it, get involved with Thought Dynamics. Thought Dynamics consultants can be contacted for diagnostics & consulting through

SEE NEXT PAGE >>

www.thoughtdynamics.com.au/consultants Think you have what it takes to become a Thought Dynamic Consultant? Enquire with The Coaching Institute at info@thecoachinginstitute.com.au

The Successful Coach Magazine | Issue #4 | February 2014

Success Minded – Whatever it takes! AUTHOR CAINE GOLDFINCH, Thought Dynamics Consultant

Johnny goes to catch up with some friends he hasn't seen for a while and they ask him what he has been up to recently? So, he tells his friends in his most excited voice! “I’ve started studying to be an Engineer!” As his face lights up with a great big smile! Soon wiped off as his friends laughed in his face and said, “You’re not smart enough to be an Engineer!” Have you heard this before? Enough said? This sort of situation leaves you at a fork in the road, do you follow your dreams and well planned goals? Or do you take the other road and believe your "friends" and listen to their criticism? I don't know about you, but I want to look back at my life and be proud and happy of what I've achieved, not that I was bound by the limited thinking people around me. SO, HOW CAN YOU GET THE FUEL AND DESIRE TO WANT TO PUSH THROUGH ALL THE CHALLENGES THAT LAY IN FRONT OF YOU? GOAL SETTING! You say "Goal Setting? Goal Setting doesn't work! I do a New Year’s resolution every year and never succeed!" It does if you set them correctly and in a very particular way, and back them up with other alternative styles of Goal Setting.

So without further a-due here is Goal Setting for the Successful.  Grab a pen and some paper and play some music that relaxes you and brings out your creative side.  Write down 10 things in your life that you have already accomplished and you are proud of. Whether they are big or small this does not matter. This is about changing your focus to you being a success, if you don’t already this this.  List 50 things that you want to accomplish in the next 10 years. If you set don’t set goals often or have never set yourself a set of goals, you may hit a barrier somewhere along the way to 50. However, if you keep your focus and push through that barrier, before you know it 50 will not be enough! For example: Bungee jumping, get paid $100,000 a year, own an investment property, backpack around Europe, climb Mount Everest, start your own business, give more to charity, complete a marathon, etc.  Now, go and place a 1, 3, 5, or 10 (years from now) next to each goal, to focus yourself on when you would like to achieve this by.  Then, pick the five most important goals that you want to achieve in the next 12 months and write down why you must achieve them. FOR EXAMPLE: Bungee Jumping, Why? So that I can experience something completely new, so I can prove to myself that I am courageous and so I know that if I set my mind to something that I can achieve it.

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PLEASE NOTE:

The stronger the why, the easier the how. HOW ARE YOU GOING TO REWARD YOURSELF ONCE YOU ACHIEVE YOUR GOAL? Believe it or not this is just as important as setting the goal, if you are rewarded for completing your goal then you will be more likely to want to go and achieve more goals. Note: Something that only depends on you to receive the reward, as you do not want to be disappointed if the reward is not received. FOR EXAMPLE: Once I have been bungee jumping I am going to get a facial as a reward. WHO DO YOU NEED TO BECOME IN ORDER TO ACHIEVE YOUR GOALS? FOR EXAMPLE: More determined, committed, a leader, listen more, more curious, a better learner, more dedicated, more grateful, model people that are where I want to be. Once you have your goals, rewrite your chosen goals in present tense, as if you have already completed the goal. You can then read it out loud as soon as you wake up and before you go to sleep, so that your thoughts at the start and end of the day are focused on your most important goals. You can also carry them with you in your wallet, and put them in to your phone, to make sure you re-read your goals as often as possible. Whilst reading your goal make sure you see, hear and feel as if you are there doing it. Other fun ways of setting goals to back up the above are updating your screen saver so that it correlates with your goals, or you could make a dream/goal board and cut out pictures from magazines and put it up in a room somewhere so that you can see it often, you can read books that relate to your goals so that your mind is constantly on the task at hand. The options are endless and you are only limited by your imagination! In closing, this is all for you and your future, so make it as fun as possible, dedicate a solid hour or two and put on some music, turn off the TV and in 12 months, 5 years, 10 years time when you look back at what you have achieved you may be pleasantly surprised at what you have accomplished, as I was last night when I looked at mine!

"The reason youâ&#x20AC;&#x2122;re still hoping to achieve your goal is because you haven't decided to achieve it yet" JILL KOENIG

The Successful Coach Magazine | Issue #4 | February 2014

Keeping the

WORLD OF THOUGHT DYNAMICS

Dream Alive

AUTHORS MARILYN MCKINLAY, Thought Dynamics Consultant OPRAH WINFREY, STEVE JOBS AND BILL GATES ALL HAVE ONE THING IN COMMON, AND WITH GOOD REASON.

They had a vision and carried that vision on to achieve great financial success. OPRAH’S STORY is well documented as she recounted how she overcame deprivation and sexual abuse as a child to be the most famous woman on television. That success, however, did not change her essence and we saw her publicly battle her demons year after year, such as with her yo-yo dieting. Her personal struggles paved the way for millions of people to embrace selfdevelopment in the pursuit of happiness and Oprah helped make household names of guests who encouraged her viewers to live their lives to their fullest. We knew what Oprah stood for loudly and clearly – you can overcome any disadvantage to be the best you can possibly be. STEVE JOBS’S relationship with his ‘baby’ Apple is also well documented and his biography reveals him to be dictator-like in the pursuit of his vision to create a product that spoke of individuality, standing out from the crowd. This spoke volumes more about Steve the man, a bare-footed rebel with a cause, who raised the finger at the establishment and challenged traditional business models with a mantra that resonated “Why NOT?” We knew what he stood for and we wanted to be part of the movement and be identified as a Mac user.

BILL GATES, like Steve Jobs, began selling out of a garage to build the largest computer company in the world. His vision, while different, was as clear as Oprah’s and Steve’s. He wanted to give the ‘everyman’ access to technologies that would make his/her life easier, more productive and able to go into battle against the big corporates on a level playing field. We eagerly awaited the release of new programs that would give us this productivity, resulting in more time to spend with our loved ones rather than our work colleagues. What they also had in common is that, once they stepped back from walking and talking that vision daily in the halls of their respective organisations, the clarity of that vision faded. Following Steve Job’s passing, there have been no changes to established business models from Apple. Oprah Winfrey has had to step back into a hosting role on her OWN network and Microsoft is now a commodity that competes with every other provider of similar products and services while Bill Gates follows his current passion of philanthropy. There are many questions that could be asked in order to understand why, but the challenge is to ask the right questions. This challenge is to ask questions, not about the process and the doing, but about the environment that protects, nourishes and enriches the vision independent of the originator. THOUGHT DYNAMICS is the program that connects people to their purpose, their vision, and then assists clients to seek ways to disseminate it throughout the organisation so that it permeates the very fibre of its existence.

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2+2 = 4

MASTERMIND MATTERS

AUTHOR NATASHA WILLIAMS, Mastermind Mentor from The Coaching Institute I don't know if you can relate to this but high school experience was filled with memories of the repercussions of attempting to think.

"Fail. Natasha you failed to answer the question correctly. You strayed from the content. Please resubmit." INSERT BEIGE ANSWER HERE. But that's OK, high school was just a stepping stone to Uni right? The land of deep thought, walking around with Einsteins, laying on the grassy knolls in deep philosophical exchange.

"Fail. Natasha you deviated from the course content with no logical direction. Please resubmit." INSERT BEIGE REGURGITATION HERE. Well fine, it's just a stepping stone to getting a job right? When I'm working I can really bring my flair and individuality to the role right?

"Natasha, I'm not paying you to think, I'm paying you to get in, sell, and get out." INSERT RESIGNATION LETTER HERE. Maybe I was a freak, maybe I should take everyone's feedback and get inline. Nah, bullshit, there has to be something more to life. There simply must! Branson's allowed to question the status quo, take a look at Jobs, he sure as hell didn't stick to telling them what they want to hear.

Maybe you felt something like that in your journey to finding TCI?

AS I LEFT DAY THREE OF THE INTAKE I LEFT WITH MY CURIOSITY REAWAKENED. Yes I learnt I can choose my state and so much more cool stuff. The defining moment was becoming aware there is more! How to get it. Three days simply wasn't enough. So I took Joe's advice, immersion around your mentors. I crewed every chance I could. I became part of the furniture at TCI. I wasn't quite sure what I was learning, but I was trusting something was seeping in. I had a good 25 years of programming to remember, "don't think Natasha, not allowed to think", putting up one heck of a fight. Has anyone else noticed that? AT ADVANCED SKILLS I STARTED TO APPRECIATE IT'S REALLY NOT JUST ABOUT ME. Thank God, just getting a tad tired of my story. DISC was a profound eye opener on the journey to thinking. The penny dropped, All the C's in the world aren't boring anti socials that live in techno babble land, they're sitting where they energetically rock. That D isn't a bully, she just likes to get straight to the point. That S isn't shy, she just doesn't have the compulsion to be in the limelight. Well as for me, shiny disco balls will never be the same. I was starting to understand.

What was your experience? For those who have experienced Level 1 of Meta Dynamics or been in NLP Prac room, I'm sure you can dig the gift that comes with the realisation it's about how we serve the room. Although I have to be honest, I was challenged at the distinction to serve the room, not for any need for significance, purely because it's the way to ride. I thought about that one for quite a while. Months actuallyâ&#x20AC;Ś

The Successful Coach Magazine | Issue #4 | February 2014

I don't know when it really sunk in, probably when I realised we're all in this together, I'm enough, I belong so there is no need for significance. It was likely to have been in Meta 2 or NLP Masters, what a true gift in experiencing the life changing beauty in helping someone through a breakthrough session. I was hooked, I found myself constantly asking where else can I share this, where else would this be useful? MASTERMIND OF COURSE! A WHOLE NEW LEVEL OF HOLY SHIT THAT'S AWESOME! I think my first few months were literally jaw dropped, drool dripping down my chin, insert head bob. "That's fucking awesome" seemed to be the extent of my vocabulary as Sharon stretched and challenged us to stop remembering and to think. Literally, that fried my brain for months, still kinda does in a really funky way. It was one sentence, two decades of old beliefs to reconstruct.

Seriously, there is no box?

I can ask WHY?

Oh my Hot Habanaros, can I shout this from the rooftop?

MY QUESTIONS WERE EVOLVING.  What will best serve the room?  What would be great about that?  How would that help move them to serve their clients?  How far can we take this? It's a work in progress and will be for life. How can it not? There is no landing, there is no perfection, it's constant evolution and I love that! I'm just over half way through the life changing, transformational Meta 3 where I feel like I'm really only just beginning to learn my ABC's on the meaning of life and the exquisite power of language, movement and energy. By day 2 I was freaking out on the inside, had I done enough, is my format tight enough, shit, I should have written it all out. I may be wrong, but there were a fair few of us in the room stretched into chaos, so we resorted to the familiarity of AD land. So of course Sharon's quick to pick up on it. I can hear like she's in front of me "STOP FUCKING AD'ing it, work to understand it!" Or something cool like that. She gave us a great example of deductive versus inductive thinking:

We have to let the world know!

2+2=4

Funny coincidence the opportunity presented itself for me to become a Mastermind Mentor. Holy crap, now I really need to work out how to think! Sharon's instructions, "Go ride how you think best serves." Or something like that.

IF WE THINK DEDUCTIVELY, WE SEE 2+2=4 AND WE FOCUS OUR ENERGY ON THE ANSWER BEING 4. We're remember what someone has told us is the right answer. We've learned nothing. It has no life or meaning.

And so the slow journey began moving away from the safety and reliance of deductive thinking, focusing on what's the right answer, whose doing this right, all putting problem and solution safely in beige box, to exploring the possibilities of inductive thinking. I'd love to say it was planned and graceful. It wasn't, still isn't. Feedback sure is the breakfast of champions and I was having some hearty breakfasts.

To embrace inductive thinking we bring curiosity, WHY DOES IT EQUAL 4? FOR WHAT PURPOSE DO WE NEED TO KNOW IT EQUALS 4? WHAT'S GREAT ABOUT IT?

Ok, I get that can be a bit of a brain fry, there were neurons firing off all over the room. Let me put it into a different context.

Feel free to share this with your friends, family, colleagueâ&#x20AC;Ś anyone who might find its content useful

Take being at cause and effect for example.

I'm curious what this has meant for you?

DEDUCTIVE THINKING we'd route-learn the definition of above the line thinking, below the line thinking, did I get it right?

How can you layer this over your experiences?

INDUCTIVE THINKING we bring in a world of imagination, abundant possibilities around the WHY? Yes, the eternal WHY, link everything to:

Do you see any similarities? Stark contrasts? Has this been helpful?

WHY does it matter,

Is there anything you can take and apply with your clients?

WHY would they care?

Do anything right now that involves thinking.

What will knowing this give them?

HEAVEN FORBID DON'T JUST READ THIS AND SAY THAT WAS INTERESTING.

What could be a challenge within this? What is this an example of in life?

Challenge what you liked, what sucked, what could have been better? Have a think.

How can we blow out the limits in truly being at cause?

If we can play and explore and bring abundant curiosity to this then we're truly embracing the power of thinking, which means we're not sharing someone's rehashed content, we're learning how to build on a concept ant take it even higher and that makes this journey so much richer, more colourful and most importantly, ever evolving in the spirit of love, connection and growth.

Post your thoughts and insight on The Coaching Institute Fan Page and let's play! https://www.facebook.com/ BecomeALifeCoach

So what can I share about what I think I know about thinking? With absolute humility and acceptance I know I am a babe in the woods embarking on the most fascinating journey in life. There is a calm peace in the awareness that that's OK because I'm hooked, every day I will take another step to deepen my thinking, question why my mentor chose that metaphor, bring curiosity to exploring her intention for that lesson, what did we need to learn? How did that trainer bring the energy of the room to that level and why? How can I do more, be better, add more value?

The Successful Coach Magazine | Issue #4 | February 2014

MEET YOUR MENTOR

Business of Thinking John Sharkey 1.

WHY DID YOU CHOOSE TO BECOME A MENTOR?

HOW HAVE YOU GROWN FROM THE PERSON YOU WERE WHEN YOU BEGAN TO THE PERSON YOU ARE NOW?

What’s interesting is that I didn’t seek out to be a Mentor in the beginning; it was almost an organic process, which is sometimes the best way for things to evolve. However, when the opportunity presented itself, I jumped on it, ‘I said yes, and began to work out how’. For me its been interesting, because as my confidence grows, I’ve noticed I want to step up more throughout my life, do more, push myself more, and particularly in my role as a mentor and facilitator with TCI, in webinars and live coaching demo’s etc. now I’m hungry for even more growth. My barometer for growth is how ‘nervous’ I feel, and to push beyond this, it’s just a thought – right!

2. WHAT IS THE GREATEST REWARD AS A MENTOR? Without a doubt it’s the reward of watching a person at the start of their journey growing colossally in three short sessions with their triad team and myself. Everything grows at once, their confidence, belief and ability to get out there and make a contribution and change lives. Also learning about myself, dealing with situations, and having flexibility on the fly, they could be geographic, technical, and human idiosyncrasies.

As a small example, I remember my first paying client, and the second was her sister as a referral, and she’s still with me over two years later, she’s not only gone back to Uni, but she also bought into a business as a partner and is doing fantastically, you just don’t know here this will take you. Also my first webinar, I was so nervous despite all the coaching and workshops I had run, it was extraordinary when I look back on it. From those experiences I’m completely different, I’m responding as opposed to reacting, I do things before I feel they have to be done, my relationships have exploded, and are of a much higher calibre, there are so many example I could write all day!! It’s important for the students to know that they will go through certain stages of your growth and that will be represented in your business, I started out with my business and its done full circle, where right now I’m ‘johnsharkey.com.au’ I realized people were ‘buying’ me, so I’ve continued to build my brand around this. I’m not attached to this so the chances are I will morph again, that may well be represented in my business. The amount of success you will have is directly proportionate to the amount of uncertainty you can handle, that become more and more as you traverse your journey.

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ON A SCALE OF 1-10 HOW WEIRD ARE YOU?

WHY ARE YOU STILL LEARNING?

The number that jumps to mind, is a 7, it’s the magic number – right?

I remember Joe Saying that you had to have an attitude of continual learning, I didn’t get it at the time, now I understand that you’ve got to keep moving, growing and expanding – always.

And what does that number mean to you? When I was a little boy growing up in Ireland, I loved motor sport, there was this Motorcycle legend called ‘Barry Sheehan’ he always wore number 7, and his bike and leathers were always blue, he was the coolest thing I ever saw, all the other kids were into football, so I suppose that made me a little ‘weird’.

Of course there will be periods of rest and consolidation before your next growth phase. Now I’m more strategic about it from a business context. I’ve start work with a business coach in mid-February, because it’s time to go to the next level.

WHEN YOU STARTED AS A MENTOR, WHAT WAS THE BIGGEST CHALLENGE YOU OVERCAME AND WHAT ADVICE WOULD YOU NOW GIVE OTHERS?

WHAT ARE YOU CURRENTLY READING?

My worthiness, that I was good enough to be a mentor, although I knew I was doing the do, I also realized that I was hanging with people who were better, more experienced than me, but after some dialogue with respected peers, and some feedback from my external environment, I got over myself and realized quick smart I was good enough. I also realized I was making it about me, I was getting something out of ‘not being enough’ makes me smile now, its okay, because that’s how it was supposed to be, the biggest take away for me was to be kind to myself and serve from the heart, once I started doing that, I trusted everything else would fall into place. If you are considering becoming a mentor, I’d say you must! Give it a 100% red hot crack, its really such a privilege and the opportunities to become one don’t come up that often, so if happens, embrace it fully, your growth will be massive.

Wow, where do I start, I look at books as tools to gain knowledge on certain areas, that I believe I might have gaps in, I have reference books that sit there all the time that I might pick up and refresh some concepts, Joe Vitale is great for that, one such work is life’s missing instruction manual, as is Seth Godin, on Tribes, and The Dip. Also, a really big thing for me in 2014 is marketing, so I’m currently reading Jim Cockrums latest on 101 low and no cost ways to grow your business, personally for my spirituality (not to be confused with religion) I’m reading Power Vs. Force, and The Eye of I, both by Dr. David Hawkins – Extraordinary is how I’d describe his work! And finally I’ve really been getting into discovering on a deep level my values, so I’m also reading Dr John Demartini ‘The values factor’, of course I’m also reading my own book, Quest To Freedom ‘The journey to insight Success and happiness’, there’s always a gold nugget in there! Finally, I spend a minimum of two hours reading a day, preferably early in the morning when my mind is fresh.

The Successful Coach Magazine | Issue #4 | February 2014

11.

WHAT IS YOUR SUPERHERO NAME?

WHAT IS THE MOST VALUABLE THING YOUR MENTEE'S HAVE TAUGHT YOU?

Love this! I’ve been getting ‘Sharkanator’ a lot lately!

9. DO YOU WEAR A CAPE OR YOUR UNDIES ON THE OUTSIDE...OR BOTH? LOL, call me old fashioned, but I’m a cape man from way back, mind you as I expand my comfort zones, I’m open to wearing undies on the outside one day soon, in the distant future…….

10. WHAT ARE SOME OF YOUR HIGHLIGHTS AS A MENTOR? There’s a few in there, but I don’t think the student cohort realize that value of the feedback that we ask for at the end of Triads or Webinars. They get collated and sent to us, receiving those are invaluable. Also the personal emails I receive from people who have moved past, and gotten over, under or through something, that’s hugely rewarding to know that what you’ve been learning, practicing and implementing is having a positive impact.

Raise the bar and become a Mentor! We are looking for students that want to pay their success forward, students that are amazingly passionate about coaching and students that live and breathe the TCI values. If you want to be a part of coaches that are making a real difference, email the WOW Team at wow@thecoachinginstitute.com.au or call us and we can set up a plan with you to work out how!

Unequivocally the biggest lesson of value has been, to trust my intuition and myself. Stay in the heart space and bring humility. And those who have been mentored by me know that I always say this to them, trust yourself, and if you see it call it! I also see the relationship as something special, because you go on a journey together, it’s a two way street, it has to be, for it to function at its best.

12. WHO WOULD LOVE BEING A MENTOR?  Anyone who has the ability to lead and be willing to be uncompromising in their feedback, and to give everything from the heart space. You’re going to have to be very well organized because you’ll be managing a lot of people on different types of calls, in different parts of the country and the world, its all fun thought!

13. IF YOUR LIFE WAS A SONG - WHAT WOULD IT BE & WHY? This one’s easy, U2 ‘I will follow’. Because I grew up listening to U2, and let’s face it, who didn’t growing up in Ireland, they had such an impact on youth and the Irish culture. At the time they were seen as rebels, now they are global ambassadors, using their currency of fame to have an positive impact on others. There songs have more meaning to me now, not because of their political entities, but because of the journey they’ve been on, they been on their own Quest for over thirty years, to endure, experiment and still grow is something I respect and admire.

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You are the

WORD FROM THE WOWS

World’s Best Story-Teller AUTHORS DARCY SMYTH, WOW Team Student Support ONE OF MY MORE OBVIOUS TRAITS, ACCORDING TO THOSE WHO KNOW ME WELL, IS THAT I LACK THE ABILITY TO IMAGINE. I tire quickly of fantasy movies and would much rather watch a true story, or read a real life autobiography. This trait provides for a large amount of entertainment in the form of laughing and mockery for my friends of which I am happy to provide, and even join in at times! This has been an aspect of my life for a number of years now, and even though at times I do wish I could appreciate Lord of the Rings for what it is, I get a lot more out of seeing things for how they really are. However, since studying Meta Dynamics and NLP and the power of quantum physics, I have come to realise something:

My imagination is unbelievable! I have created the very world that I see before me. I have taken every event in my life and made up a meaning for it. I have taken past memories and completely altered not only their meaning, but the brightness of the colours, the tone in which words were said and above all its very power over me. I have decided all by myself to find the evidence of a world that ultimately supports where I want my life to be.

I am the world’s greatest story teller,

and so are you. The power that one can harness through changing the meaning of any event is nothing short of extraordinary. The fact that you can’t see reality for what it truly is simply means that you get to

create what your reality is! What a fun hobby. It is amazing how true it really is that you will find exactly what you are looking for in this life, particularly if you look hard enough. If you are good enough at telling your own story anything is possible in this world. Realise that any outcome that is present in your life at the moment is there because you want it to be, whether this be positive or negative. The results you have obtained exist simply because you have written your story to serve the main character’s ultimate happiness. The main character in any successfully told story has to overcome obstacles, develop and nurture relationships, and feel an extensive array of emotions otherwise the story gets boring. Why would the main character in your story be any different? I just finished reading Viktor E. Frankl’s ‘Man’s Search for Meaning’ and in it is a passage that includes another positive aspect of this made up world: “YOU MUST REALISE THAT THE WORLD IS A JOKE. THERE IS NO JUSTICE, EVERYTHING IS RANDOM. ONLY WHEN YOU REALISE THIS WILL YOU UNDERSTAND HOW SILLY IT IS TO TAKE YOURSELF SERIOUSLY”. We can continue to tell our story in any way we want. We can make up our beliefs, our values and our actions in order to suit us to an infinite degree. If everything is made up, we might as well make up things that support us, right? No matter what page or chapter you are at in the book of your life, the main character can always change the outcome of a situation that isn’t supporting them.

Why not make the change right now?

The Successful Coach Magazine | Issue #4 | February 2014

WHAT IT TAKES TO BECOME A SUCCESSFUL COACH WITH FIONA MANGANO

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The Successful Coach Magazine | Issue #4 | February 2014

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The Successful Coach Magazine | Issue #4 | February 2014