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TitleWww.feedurbrain.com-Steve Chandler and Sam Beckford - Business Coaching (2007)
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Table of Contents
                            Business Coaching: How to make$100,000 to $1,000,000 per year by helping small business owners succeed (2007)
Contents
Introduction
	Is your life not working?
01: Can you really make a million dollars coaching?
	So how did I make $1,074,379?
02: Coaching requests will keep coming
	Always coach the top people
	E-coaching to e-wealth
03: Why choose coaching as a career?
	Getting clients out of their own way
04: Coaching activates your own potential
05: Every leader needs a leader
06: Show them that you mean it
	The fastest way for you to prosper
	Then why is my client not succeeding?
	Where do these lies come from?
	Coaches tell these lies, too?
07: Truth to set coaches free
	Coaching Lie #1 – I just need to know how to make this coaching venture successful.
	Coaching Lie #2 – It takes money to make money.
	Coaching Lie #3 – I just need to get my name out there!
	Coaching Lie #4 – Experience will benefit my business!
	Coaching Lie #5 – Lowering fees boosts business!
	Coaching Lie #6 – You have to be tight-fisted.
	Coaching Lie #7 – Clients are hard to locate.
	Make coaching referrals easy
	Then make the hard part easy
	Coaching Lie #8 – I don’t need any help.
	Coaching Lie #9 – I am a victim of circumstance.
08: Anything we can do you can do better
	Always create a psychological end point!
	Where else did the $1,074,379 come from?
	The fifteen minute coaching session!
	The four secrets to coaching wealth:
	Now the bad news
	How do we make it the best?
	Secret #1 – You need to have an original magnetic lure that makes high-value clients call you.
	Secret #2 – You must reveal a radical “turn-around” concept to your potential clients.
	Secret #3 – Become affiliated with proven credibility to avoid the “guidance counselor” syndrome.
	Secret #4 – You need to be part of something bigger than you, and sell prospective clients on being part of something bigger, too.
09: Coaching gets your life in gear
10: Get in this for the money
	Wake up to making money
11: Invest in yourself
12: You are the cause of your success as a coach
	phase out all the victim thinking
	Take the test... who are you?
Appendix A: Chapters One, Three, and Five from: 9 Lies That Are Holding Your Business Back...and the Truth That Will Set It Free
	Lie # 1: I Just Need to Know How to Do This
	Don’t Just Figure Out How to Do It
	How to Get What You Really Want
	Learning to Want to Have a Great Team
	Ben Didn’t Have a Sporting Chance
	All the Effort Is Wasted on the Start-Up
	This Is Your Ultimate Investment
	Lie # 3: We Just Need to Get Our Name Out There
	Make Your Ad Attract Someone
	A Recipe for Business Misery
	From Broadway to the Right Way
	Remember this: Time is the new money
	Always Use the High-Value Customer Ad Formula
	Lie # 5: Lowering Prices Boosts Business
	Your Fear Is Not the Customer’s Fear
	Raise Both Price and Value Together
	Everyone Associates Price With Value
	Time Is More Important Than Money
	If You Can Save People Time, You Can Charge People Money
	Learning to Eliminate the Fear Factor
	The Basic Math Is Very Simple
	Your Customers Get What They Pay For
	Get on the Magic Carpet of Higher Price
	We Only Fear What We Don’t Understand
	What Does a Cup of Coffee Cost?
	Don’t Learn From Big Business
	Are You Bartering in a Flea Market?
	Now It Is Time to Sell Your House
Appendix B: from The Hands-Off Manager: The hands-off manager as coach
	How is coaching different from managing?
	Stop giving unsolicited advice
	Coaching is about what’s possible
	Coming from a quest for understanding
	What does coaching lead to?
	What companies think of coaching
	What about follow-up to coaching?
	More routes to hands-off accountability
	If it’s not fun you’re not doing it right
	A system at play in every workplace
	Steps to Hands-Off Success in your life: THREE ACTION STEPS TO TAKE AFTER READING THIS CHAPTER
Appendix C: A COACH’s Excerpts from The Hands-Off Manager: Coaching with incredible, life-changing power
	Can you coach another person sothat the person really changes?
	What to do when coaching doesn’t work
	Stop giving unsolicited advice
	Coaching is about what’s possible
	A system at play in every workplace
	Know when to fold ’em
	If it’s not fun you’re not doing it right
                        
Document Text Contents
Page 99

* Studies show that increases in ownership and optimistic
thoughts and communication lead to higher levels of physical and
mental energy.



* Studies show that habitual victimized thoughts and language
lead to low moods, decreased physical and mental energy, and lower
levels of creativity and productivity.



* Choosing to take ownership of how we respond to a situation or
another person is the fundamental internal choice of all people with
free will.



* We are free to think anything we want about anything. It is our
fundamental freedom. We are free to think victim thoughts or the
thoughts of ownership. The choice is always ours.



The joy of coaching comes when you restore your client to
ownership and phase out all the victim thinking.



Listen for language in those first conversations:



Owner Victim

You can count on it I will try

I’ll take the first small action This is so big

What can I do? Who can I blame?

We They

How can I use this? Why does this always happen?

I want to (intend to) I should

I use life Life uses me (life is unfair)

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Page 100

Get from Get through

Commitment=decision Commitment=feeling (comes and goes)

I don’t need a reason to be happy People, places & things make me happy

If there’s a problem, I’m the problem There shouldn’t be problems

Who do I need to be right now? Why am I the way I am?

I’m focused I am swamped



Take the test... who are you?


Owner: “If it’s to be, it’s up to me.”

Victim: “We’ll see what happens.”



Owner: “How may I serve?”

Victim: “What would I get back?”



Owner: “I’m committed to making a difference.”

Victim: “What difference would it make?”



Here’s why coaching is such a lucrative profession. It was
summed up years ago by the great sales trainer Zig Ziglar, “You can
have anything you want in life if you help enough other people get
what they want.”



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Page 197

Unhappy people don't make as much money as happy people
(when everything else is equal). They don't produce or perform
as well in the workplace, either. So, yes, it is your role as coach
to address the issue and solve it.

Many corporate cultures almost guarantee widespread
unhappiness by being conditioned to be fearful of criticism
"from above." Soon everyone is living in paranoia, hoping
nothing "goes wrong" today.

The hands-off manager cultivates a culture of "NO FEAR."
Team mates can be bold, and be happy. They can make
mistakes and "fail forward."

Recently a woman who owned a home design business
named Stella sat down with me for some coaching. She wanted
to know what to do about Rosie, one of her veteran employees,
who "came to work angry" every day.

“Every day?” I asked. “She comes in angry every day?”

“Every day.”

"Why does she still work for you?" I asked.

Stella looked stunned. She was taken aback by my question.
Which was the reaction I was hoping for.

I pressed her further. "Does her anger affect your other
employees?" I asked.

"Yes, of course. It makes them very uncomfortable."

"Every day?"

"Just about, yes."

"And what about you? Does her anger—the anger she brings
into work—does it infect or affect your own mental well-being?"

"All the time. That's why I called you."

"So let's look at it logically," I said. "Business—when it
succeeds—is logical. When it fails, it's emotional."

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“Okay," she said.

"What if this person—this Rosie—came into work and
sprayed an aerosol can of skunk mist throughout your
showroom and offices every day. What would you do?"

"I'd tell her to stop. And if she did it again, I'd dismiss her."

"But why?"

"Because she would be damaging our ability to do business."

"And she's not now?"

Stella grew very quiet. Finally she started nodding her head.

"So I just fire her for being angry?"

"No, you coach her. First you see if you can help her find
herself so she can be happy and very proud of her work."

"And if she refuses?"

"You decide what’s next. But don't leave it like this.
Remember, nowhere is it written that you have to put up with
unhappy or angry people. It's not in the Bill of Rights."

Stella was even tougher than I expected her to be. The next
day that Rosie showed up angry and cursing, Stella sent her
home and told her to take a paid week off and when she came
back next week they would talk about her future with the
organization.

Rosie was stunned, shocked and a little frightened. She had
just been thrown down a flight of stairs.

The hands-off manager is not a coward.

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