UC BS M3 Structure the Foundations Manual by The Coaching Institute

STRUCTURE THE FOUNDATIONS MANUAL 1

STRUCTURE THE FOUNDATIONS O N C E WE ’ R E C L E AR O N WH AT WE W AN T , WH AT W E C AR E AB O U T , W H Y WE D O WH AT WE D O AN D WH O WE D O I T F O R , WE C AN G E T I NTO T H E S TR U C T U R E O F B U S I NE S S SUCCESS…

Our internal world (our thinking) is shaping our external world (our experience). So it makes sense to keep going back to the first two steps and expanding our thinking, so that this step and the steps coming, become more and more epic. We can only plan as far as our imagination. We can only structure a business based on what we believe is possible. So keep going back to the first two steps, and learning more and more about different ways to see the world. And now let’s get into STRUCTURE.

STRUCTURE THE FOUNDATIONS – PLANNING YOUR COACHING PRACTICE P E R S O N AL P L AN NI N G

In your Starter Kit there is a Personal Planning template for you. Rather than repeat what’s there, let’s look at how to look at planning for success…’

CREATE S.M.A.R.T. GOALS

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SPECIFIC

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MEASURABLE

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ATTAINABLE

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REALISTIC

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TIMELY

• SIMPLE

• MEASURABLE

• ATTRACTIVE

• REALISTIC

• TIMED

SPECIFIC A specific goal has a much greater chance of being accomplished than a general goal. To set a specific goal you must answer the six "W" questions:      

WHO: Who is involved? WHAT : What do I want to accomplish? WHERE : Identify a location. WHEN: Establish a time frame. WHICH : Identify requirements and constraints. WHY : Specific reasons, purpose or benefits of accomplishing the goal.

MEASURABLE Establish concrete criteria for measuring progress toward the attainment of each goal you set. When you measure your progress, you stay on track, reach your target dates, and experience the exhilaration of achievement that spurs you on to continued effort required to reach your goal.

ATTAINABLE When you identify goals that are most important to you, you begin to figure out ways you can make them come true. You develop the attitudes, abilities, skills, and financial capacity to reach them. You begin seeing previously overlooked opportunities to bring yourself closer to the achievement of your goals.

REALISTIC To be realistic, a goal must represent an objective toward which you are both willing and able to work. A goal can be both high and realistic; you are the only one who can decide just how high your goal should be. But be sure that every goal represents substantial progress. A high goal is frequently easier to reach than a low one because a low goal exerts low motivational force. Some of the hardest jobs you ever accomplished actually seem easy simply because they were a labour of love.

TIMELY A goal should be grounded within a time frame. With no time frame tied to it there's no sense of urgency. If you want to lose 10 lbs, when do you want to lose it by? "Someday" won't work. But if you anchor it within a timeframe, "by May 1st", then you've set your unconscious mind into motion to begin working on the goal.

‘WIGS’ A ‘WIG’ is your Wildly Important Goal. It’s the big picture goal you’re wanting to achieve, that drives all other decisions and actions. You can write your ‘WIG’ in the SMART goals model… ‘It’s December, 2017, and I have a full coaching practice with clients I adore and who are ideal for me. I’m fully qualified in Meta Dynamics™ and have accumulated over 1,000 hours of coaching experience. I’m in demand as an expert in leadership success, and regularly enjoy time with family and friends, feeling great about my achievements and feeling love for who is in my life. I am filled with gratitude.’

YOUR 90 DAY GOALS Your 90 day goals are going to break down the WIG into quarterly goals to achieve, and then within that, you’ll break them down into areas (categories) you need to improve in, make progress in, do stuff… Notice the template has three main categories you must address in each month of a quarter, in terms of committed outcomes. These three areas must have progress each quarter. WRITE YOUR 90 DAY GOALS AS OUTCOMES.

For example:  SALES: 5 clients on the books on monthly retainers

STUFF THAT WOULD GO INTO YOUR GOALS… GETTING SET UP TO STUDY…

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Read your Study Guide!

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Start working through the Study Guide

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Start working through this Ultimate Coach Program

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Read and familiarise yourself with the assessments – classes and online content require key learnings, at a minimum, to go into your assessments

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Book the classes you are going to attend

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Prioritise your Coaching Team Triads so you can get as much practice coaching as possible

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Book your mentor to hear you coach as soon as you can

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Read Simple Strategies for Business Success as soon as possible

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Read Awaken the Giant Within as soon as you can

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Read The E-Myth Revisited

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Start building your own library of research books

GETTING YOUR OFFICE AND BUSINESS SPACE SET UP…

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Your business address ideally is separate to your home address

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Get your office space organised

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Set up a phone line that has a professional message on it

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Have a dedicated email address for your coaching business

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Have somewhere to coach

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Ensure you’re not disturbed during phone coaching

YOUR BRANDING…

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Pick a business name

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Register your business name: (www.abr.business.gov.au). You can register a business name online but a faster and more successful method is to go to ASIC to register

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Get a logo

YOUR BUSINESS…

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Get a bank account

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Arrange how to collect client fees

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Get your facts straight on tax requirements

FOUNDATION MARKETING…

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Database collection – collect business cards!

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Go to the section on marketing and choose where you’re going to start

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Build a website (optional)

YOUR WEEKLY TOP FIVES Each week you commit to at least six action steps that will move you towards the accomplishment of your 90 day goals. What you write in your Weekly Tasks goes into your diary. You can make your commitments for all of this as big or as small as you want. There is no right or wrong. Don’t compare yourself to what I did, or what others are doing. Do what works for you. No one can reassure you that your goals are ‘good’. Only you can know that. Just ensure that whatever you write, you commit to achieving, and learning from doing so.

“ACTION IS THE FOUNDATION KEY TO ALL SUCCESS…”

PABLO PICASSO

STRUCTURE THE FOUNDATIONS – TYPES OF COACHING MODELS T Y P E S O F C O AC H I N G M O D E L S

We talked about our mindset about our business in one of the previous steps – when we shared some ideas for leveraged income. Now we’re going to start STRUCTURING our business to ensure we are building the business we will love (as compared to thinking about it). Here are some choices:

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One on one coaching

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Workshops

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Public speaking

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Corporate speaking

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Corporate training

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Coaching within a business

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Group coaching individuals who know each other through their business/team

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Being an Ambassador for Disruptive Leadership

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Being an Ambassador for Ultimate Influence

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Being an Ambassador for Breakthrough to Business Success

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Being an Ambassador for Your Success

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Meta Dynamics™ Profiler

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Online membership

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Mastermind group

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Agency of coaches

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Online webinars

STRUCTURE THE FOUNDATIONS – BUSINESS BENCHMARKING B U S I NE S S B E N C H M AR K I N G

Business Benchmarking is covered in your online training at the Practitioner level and is essential for coaching and business success. We want to ‘succeed’. How is that measured? How will you know it’s achieved? What is the benchmark for ‘success’? For example, you want to achieve attracting and enrolling your first ever paying client. There are steps to achieve this. Meet the prospect. Where? How? How do you know there a prospect and not just someone lovely to chat with? Invite the prospect to experience a free coaching session. The coaching session. What are the steps to delivering this session? What must happen at each step (benchmarks)? How will you know you’ve done the step at benchmark (evidence)? At each step of this process, there are benchmarks of excellence that increase our opportunity for success. Compared to – randomly asking anyone to a free session, chatting about whatever is on your mind in that session, not knowing how to close, and wondering why ‘it’s’ not working. It works fine. When we run the strategy that works. And we KNOW it works, because we’re hitting the benchmarks. Benchmarks are learned by modeling what works. Get on classes. Ask questions. Study the extensive library of resources you’re provided with (including classes on benchmarking), and start learning about this. For every strategy you implement in your business, know the benchmark of excellence BEFORE you act, then compare your actions to the benchmarks you’ve learned about.

STRUCTURE THE FOUNDATIONS – JOINT VENTURES J O I NT V E N T U R E S AN D S TR AT E G I C AL L I AN C E S

Joint ventures are a measure of the relationships we have with others in business, and how much value we provide. A joint venture is when we commit to support another brand, or have another brand support us. For example, we may have a financial planner email their list saying we, the coach, are running a workshop on personal planning for them, as a gift for being a client with the financial planner. They support our brand. We support their brand. Another example is running a workshop with a couple of other coaches. You may get with them and all agree to deliver one segment each in a day. Whoever makes a sale of their coaching program from their connection with that audience, keeps their fees. Each coach is supporting each other’s brands. These are just a couple of examples of this in action. Remember, the key is – great relationships, and ability to add value.

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SHARON PEARSON STRUCTURE THE FOUNDATIONS MANUAL Ultimate Coach Edition 1 | Version 1 | June 2017 Published by Global Success Institute Copyright 2017 © Global Success Institute All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, mechanical or electronic, including photocopying and recording, or by information storage and retrieval system without permission in writing from the publisher. In some instances, people or companies portrayed in this book are illustrative examples based on the author’s experiences, but they are not intended to represent a particular person or organisation.

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