Listening Skills by Tom Hopkins

Many salespeople who haven’t yet reached the professional stage think professional selling is exactly the opposite of what it really is. When you entered the selling field, you may have thought, “Now my job is to talk and talk and talk.” Right? Wrong! My years of experience with millions of salespeople have proven to me that the top people have one very important characteristic in common: they are great listeners. They listen not only with their ears, but with their eyes. They watch key body language signs like the ones we covered in last month’s issue, and they use the knowledge they gain from listening to their advantage.

So instead of sending your mouth off in an unimpressive, “Here it is, folks. Won’t ravel, rust or rip. Can’t blister, break or drip. Oh, you’re going to love it. You better buy right now…” presentation, turn your ears on to listening to what your prospective clients are really looking for.

The professional salesperson, the true champion, realizes that people have two ears and one mouth. To be good at persuading or selling, you must learn to use those natural devices in proportion. Listen twice as much as you talk and you’ll succeed in persuading others nearly every time. This means that, after talking 10 seconds, you switch your mouth off, switch your ears on, and listen for 20 seconds. So instead of overwhelming your prospects with words, you encourage them to talk.

People love to feel that what they are saying is important to someone else. By questioning and encouraging others, you are in essence telling them that you’re interested in them and their needs. You’re actually doing the opposite of what the stereotypical salesperson does. You’re not being pushy by telling them things. Instead, what happens when you ask someone a question is that you are pulling answers out of them; there’s no pushing about it. Top-producing salespeople and extremely successful people in life in general know this and benefit tremendously from the strategy. It’s very low-key and works great in building personal relationships as well.

Here are three examples of a salesperson pushing, instead of pulling:
1. “This is the best there is. Nothing on the market can touch it. We’ve got the best products because we’re miles ahead of the competition. You better get it.”
2. “This insurance will do more for you than anything else you can find. You really better hurry and get it.”
3. “These items are on sale. Why waste your time shopping around? You can’t get them for less.”

Do you see what I mean when I say they are pushing? In fact, you could even say the above examples are almost argumentative. The salesperson is telling people things before he or she has learned what he or she wants to hear. They’re trying to ram obviously self-serving statements down their prospects’ throats. In effect they are saying, “I’m out to make you buy something. The only reason I’m doing that is to put money in my pocket, and I don’t care whether what you buy helps you or not.”

Such tactics quickly drive off everyone except the few who love to argue.

Professional salespeople, on the other hand, never give anyone the impression that they’re pushing them—for the simple reason that they never push. But they do lead.

By not talking all the time, by listening instead, by asking artful questions, the champion leads his or her prospects from the initial contact to happy involvement in owning the product or service. In all this alert and pointed questioning, the true professional maintains a friendly attitude of interest and understanding that encourages the prospect to open up and give the desired information freely.

Have you ever been surprised at how freely you’ve talked to certain salespeople before buying from them? They were alert and interested. You felt comfortable with them. Recalling those conversations, you may think you were leading and the salesperson was following. Superficially, that was true—at first. In a deeper sense, however, that professional salesperson was leading all the way and you were following all the way.

How did that happen? Having a variety of products or services to offer you, the pro encourages you to start off. Once you set your direction, he or she gets smoothly in front and begins to lead you toward any of several open paths to purchase. When artful questioning reveals which of the several paths is best, the pro guides you smoothly and warmly to it. The halter goes over your head so softly that you never think about bucking. Instead you buy.

(Reproduced with permission from Your Achievement Ezine.  Aug. 11, 2010)

Franchising looks to minority owners for growth in key population areas by Diane Pleuss

{Diane Pleuss is a franchise consultant with FranChoice Inc. and a good friend of FocalPoint Business Coaching of Arizona. FocalPoint is always looking for new franchisees that would be great coaches and has always been a supporter of all minority groups. If you’re interested in seeing if Business coaching is right for call Coach and FocalPoint Area Developer (for Arizona/New Mexico/Nevada)  Dan Creed at 602-697-5949 or write at dcreed@focalpointcoaching.com}

Mary Forte is an African American woman who wanted to make a difference in her community. She opened a franchised coffee house, It’s A Grind, in a part of downtown Oakland that is being revitalized and worked with the Oakland Business Development Center to secure two loans. She also receives tax credits because the business is located in the Oakland Enterprise Zone and because 75 percent of her employees live in that zone. After 30 years of working in corporate America, Forte is now living her dream of having her own business and, at the same time, giving back to her community.

Nellie Salinas, an Hispanic woman who earned a degree in business but could not find a job, took an administrative position at Molly Maids, a franchised residential cleaning business. She moved up the ranks, and six years later is the co-owner of a $1.7 million business and ready to either buy out the founding partner or open up her own Molly Maids franchise. Franchised businesses run the gamut of human needs – everything from blinds and bagels to transmissions and tacos. With this kind of diversity, you would expect franchise owners to mirror the ethnic diversity of the population. In reality, Forte and Salinas are rare in the franchising world, where minorities

are vastly underrepresented. According to Sonya Brathwaite, educational foundation director of diversity and emerging markets for the International Franchise Association (IFA), minority groups lack knowledge about franchise opportunities  and do not have an understanding of how franchising works. But franchisors are waking up to their needs. With the population of blacks, Hispanic Americans and Asian Americans expected to increase dramatically in the United States in the coming years, franchise companies are becoming acutely interested in attracting minority owners in order to win consumers in these emerging markets. Franchising organizations are helping, too. In February 2006 the IFA implemented an initiative called MinorityFran. Its Web site, www.franchise.org/minorityfran, showcases franchise offerings from companies actively looking to recruit minorities. With more than 100 companies already participating, the IFA hopes to increase interest in franchising among minority Populations.

Why franchising?

For anyone interested in business ownership, franchising provides a unique entry. When you purchase a franchise you get the use of the brand and logo, operating system and the method of delivering the product or service, along with training and marketing help. The franchisor makes money from royalties, usually based on sales. The better you do, the more the franchisor makes, giving them an incentive to help you. Because of group buying power, a franchisee often saves money on products and supplies. National marketing program participation, which many franchisors require, ensures that consumers gain awareness of the brand. For all of these reasons, franchising is a wonderful way to be in business for yourself.

Qualifying for a franchise

Like any business, franchise companies want to populate their system with great people. Since franchising has as its foundation a strong, consistent brand, a franchisor looks for franchisees who will present the brand in the most positive light. They consider both finances and aptitude. Franchise prospects must have the financial wherewithal to purchase and run the business. Startup costs include the initial franchise fee (which can run from less than $10,000 to more than $50,000); the costs to buy or lease a location and build out the site, if needed; inventory and supplies; office equipment; and working capital – the money necessary to keep the doors open and pay living expenses until you start making a profit.

Financing a franchise

The good news is there are a variety of ways to finance a franchise purchase. Using a home equity line of credit is one way. Retirement account funds can also be used. In addition, the SBA (Small Business Association) offers The Minority Prequalification Pilot Loan Program, which uses intermediaries to assist prospective minority business owners in developing a loan application package and securing loans. The SBA will guarantee up to 80 percent of the loan, making it attractive to the lender. You can find more information at http://www.sba.gov/business_finances/prequal/.

Traits of a successful franchisee

Franchise prospects also must possess skills needed to be successful in the business. Most franchise companies ask that their franchisees have some type of sales or marketing experience along with general business knowledge. Good interpersonal skills also will be an advantage, but few franchisors require the franchisee to have previous experience in the specific industry. Having a strong desire to succeed is the most common attribute desired in a franchise candidate. Franchising provides a win-win-win situation for all parties. It gives the franchisor a way to expand a business beyond a local market without huge capital investment. It gives the franchisee a way to own a business without a lengthy and expensive period of trial and error. And it provides the consumer with less expensive and more consistent and reliable products and services. By attracting more minority entrepreneurs, the franchise industry is hoping to reach more customers in emerging markets while, at the same time, providing more minorities with an opportunity to achieve their dream of business ownership.

(Reprinted with permission from Diane Pleuss and the East Bay Business Times

Franchising takes your career beyond the traditional

(I believe that there are those of you out there that are tired of battling the corporate world. So stop it. Many of you are uniquely qualified to be a professional business coach. It has been a incredibly gratifying career decision for myself. So stop the turmoil and go into business for yourself with the help of franchising. Franchising may provide the vehicle to get out on your own, where you can stop creating wealth for others and start building equity for yourself. The article below was written by a good friend of mine, Diane Pleuss who is a top franchise consultant for the FranChoice organization. Her article my help you make some sense from franchising…..and I am a professional business coach as well as the Area Developer for FocalPoint Business Coaching International, powered by Brian Tracy. Call me for a free consultation!)

BUSINESSTIMES E A S T BAY

Franchising takes your career beyond the traditional

By Diane Pleuss, franchise consultant, FranChoice

Reprinted with permission from the East Bay Business Times

Have you been downsized or laid-off? Is the number of employees around you steadily shrinking and you fear it is only a matter of time before your head is the next to roll? Are you no longer willing to work endless hours, travel wherever and whenever needed? Or, are you just tired of the corporate politics and want to have control over what you do?

If you answered “yes” to any of these questions, then you may be part of a growing trend of people switching from

the traditional workplace to franchising. In a franchised business, you are self employed but license the right to operate a branded business concept. Franchising is the “middle ground “between working in the corporate world

and starting a business from scratch. Franchising can be the best of both worlds. It can provide the independence

you’ve longed for but offer the guidance and structure of a proven system. Let’s look at the advantages and disadvantages of making a career change into a franchised business.

Franchchising’s upside

The advantages are:

• The experience of the franchisor –The franchise company has spent years and a lot of money to develop a proven

Operating system. You can benefit from their experience and be up and running faster and with fewer glitches even

though you may have no experience in that particular industry.

• Training – This is where many franchise companies excel. By the time you’ve finished training, you’ve probably

bonded with your classmates and have learned all facets of the business. Good franchisors make sure you have excellent manuals, both hard copy and online, for ready reference when you’re out on your own.

• Group buying power – Most franchisors leverage the buying power of the group for better pricing on both products

and advertising and pass on the savings to their franchisees. Plus franchisees in the same area can cooperatively advertise together, reducing costs further.

• Ongoing support, research and development – Franchisors don’t make money until the franchisee makes money. This symbiotic relationship works in your favor. The franchisor has a vested interest in your success and will provide ongoing support, both through field personnel and home office staff, to help you excel. It’s a competitive marketplace so they’re also going to invest in R&D to bring new products and services to you.

• Synergy – It comes as a pleasant surprise to many that there is a wonderful synergy between franchisees. There is a

whole network of people out there who are more than willing to help their fellow franchisees. Just like kids talk

among themselves, franchisees also talk with each other. You will want to join a network of active, participatory franchisees. It’s almost like gaining a second family. Regional meetings and national conventions of franchisees can feel a lot like family reunions.

Consider the downside

Of course, franchising isn’t for everyone. The challenges include:

• Working within a system – If you have difficulty following directions or working within a system, then franchising

could be very frustrating for you. The secret of successful franchising is presenting a consistent experience to the

consumer. That means each operator must conform to prescribed methods and operations. You really need to have

an “executable mentality.” What do I mean by that? If I give you a hammer, for example, and you look at it and suggest changing the angle of the claw and lengthening the handle, then you probably have more of a “creative mentality” and will bristle under the guidelines. But if I give another person that same hammer, and they say, “This is a great hammer, where are the nails?” that’s an executable mentality.

• Risk – Although purchasing a franchise has less risk than starting an independent business, there is still risk

involved. You have to be comfortable with a certain amount of risk and responsibility. Even though you’ve

bought the right to use the brand name and the operating system, you’re still ultimately responsible for the success of the venture.

• The franchisor – Buying a franchise business is frequently compared to getting married, except that most franchise

relationships last longer. Both are legally binding and the franchise agreements are generally last for 10 to 20 years, with options to renew.

• False expectations – If you think that just because you’re getting a proven operating system, everything is going to be easy, think again. Don’t be fooled by how easy some long-timer franchisees have it. Their success didn’t come overnight. If you are tired of battling the corporate world, franchising may provide the vehicle to get out on your own, where you can stop creating wealth for others and start building equity for yourself.

New Opportunities; New Careers

Have you ever dreamed of owning your own business? Have you ever thought about leaving corporate America behind and being your own boss?  I did too.  And nearly 20 years ago I did exactly that when I got the entrepreneurial bug and realized the many opportunities there are in working for yourself in your own business. More and more people today are realizing that the corporate world isn’t what it used to be. You work long and you work hard, you sacrifice time with friends and family; you don’t take vacations; and you’re doing it all for the job. Then you get laid off; downsized; retired (whether you want to or not). I realized, after being the “corporate guy” for so many years that I was spinning my wheels, expending so much blood, sweat and tears for someone else. It was time to do something for myself and my family. Something that I could do for a long, long time and be accountable to myself. There are some very cool careers today for people that have a strong management; sales; marketing; training background. And one of the most rewarding of those emerging careers is to become a certified business coach.

I did it and the move was life changing. I feel like the last 35 years of my career was a “dress rehearsal” for being a successful business coach. It’s not right for everyone, but for those that fit, it’s the most rewarding thing you will ever do. Let me tell you more about being a business coach and becoming your own boss as a FocalPoint Business and Executive Coach.

Let’s first get a solid understanding of what’s it like to be a FocalPoint business and executive coach and how FocalPoint can help you be successful.  Then if you’re still interested, let’s schedule a time to talk so I can answer your questions and provide you with all the information you need and help you determine if this is the right fit for you.

About Business and Executive Coaching

There is no major top tier athlete in the world today that could or for that matter would make the leaps of improvement that win games without outside help, in other words Coaching. Today, business owners are realizing this fact as well – those who want to be the best, the most profitable and have the most respected company.  They too require outside help to get the input, feedback, observation and fresh thinking they need to create fast growth and higher profits.  That’s where FocalPoint Business Coaches come in…

FocalPoint coaching creates an environment for strategic thinking – and re-thinking.  We coach, mentor, challenge, and bring new perspectives.  We are confidants who help owners and executives refine how they interact, implement and operate their business. We work alongside our clients, helping them gain absolute clarity of vision, develop and implement new strategies and refine their marketing, sales, operations and leadership approaches.

We work with companies across all industries and sizes. Firms as varied as Doctors and Dentists and financial planners and advisors, plus other individual professionals, to the largest companies. FocalPoint brings the power of executive coaching to the small and medium size firm, the entrepreneur and the sole proprietor.  Now, these firms can get the proven profit and sales boosting power of coaching previously available only to mega-corporations.

Stressing leadership, family, ethics and a win-win philosophy, we change businesses and ultimately lives.

Who This Is Right For:

A FocalPoint Coach is a seasoned executive, sales person, top manager, senior level director, manager or military officer who likes and is liked by people.  They believe in themselves and value knowledge, leadership, challenge and personal growth.

Do you want to . . .

• Earn what you’re worth?
• Control your destiny – financially and personally?
• Benefit from work-life balance on your terms, work, vacation, and travel when you want as much as you want?
• Leverage your business experience and enjoy what you do? – No two clients are ever the same, you’ll never be bored.
• Own your own white-collar executive-level business?

If this sounds like you, don’t you owe it to yourself to explore this opportunity in depth? It may be exactly the right move at a critical career juncture.

About FocalPoint

The FocalPoint organization is a coach training and support franchise that began in 2001. The management team brings extensive experience as business coaches and franchisors and knows what it takes to be successful.  Their hands-on coaching experience is reflected in our training program and support process because they know firsthand what it takes to be successful as a coach.

Our program is backed by Brian Tracy, one of the most prolific and well known business authorities in the world and an international name in the fields of business improvement, sales training and personal development.  Our coaching program was developed and refined by Brian Tracy working with thousands of firms worldwide over a period of over 25 years so it’s real-world, refined, tested and proven by stellar results which are reflected in hundreds of testimonials.

With the Brian Tracy brand, you have instant brand credibility and recognition plus world class, tested strategies, approaches and methods that have been developed and perfected over 30 years… but which are never static, continually evolving and growing.

At a personal level, you will associate with some of the most dynamic, insightful executive-level people from the business world. People who share your passion for helping others, seeing them grow at a personal and business level as you watch them achieve previously unimagined levels of success. Plus, your association with FocalPoint provides a sense of belonging and camaraderie and lifelong friends.

Learn More, Contact Us

We are business professionals seeking like-mined professionals who have the dedication, the commitment and who have excellent presentation and people skills.  Our commitment is to give you the information you need so you may decide for yourself if this is right for you.

If you are willing to make a sensible level of investment in starting and operating your own business as a franchised FocalPoint Coach, then you owe it to yourself to see how to turn your years of experience into your own business. And forget the job market for good.

Contact me today to learn more about your opportunities as a certified FocalPoint Business Coach. I’ll answer your questions and send you information so you can make the best decision possible about your career and your future.

Leave me a message here in my web site or write me at: dcreed@focalpointcoaching.com; or call me at 602-697-5949.

For the first 15 qualified people who contact us, take your choice of one of Brian Tracy’s bestselling books on personal and business productivity that you can download and put to work immediately, including:  “Turbo Strategy”, “Goals” or “FocalPoint”.

Thanks & BE GREAT!

Coach Dan

Executive Coaching: The Key to Leadership Development

by Sherpa Coaching

The world’s top line executives look forward to retirement. A new generation of leaders is being groomed. Increasingly, these rising stars get a boost from personalized leadership development, in the form of executive coaching.

The Sherpa Executive Coaching Survey offers insight into this growing profession. For the third year, this survey gathered information from coaches and business leaders. Responses came from thirty-seven countries. The Center for Executive Leadership at Texas Christian University collaborated with Sherpa Coaching, a training and certification authority, to conduct the survey.

Executive coaching is a maturing industry, with more veteran coaches plying their trade than ever before. Those coaches are more highly trained, too. The credibility of coaching is rising, and support for standards is building.

In executive coaching, there are major moves toward:

• In-person coaching.
• Coaching for leadership development, rather than problem-solving.
• Adoption of industry standards for training and certification.

The 2008 report answers critical questions about the industry:

• Who gets a coach?
• How do coaches learn the trade?
• How much does coaching cost?
• Is it worth the money?

The delivery of executive coaching is moving toward in-person encounters. In-person delivery accounts for almost half of executive coaching, up sharply from two years ago. 72% of executive coaches believe in-person delivery is most effective, and 92% of HR professionals and coaching clients agree.

Not many customers measure return on investment from coaching, but a vast majority see its value. Among HR professionals and coaching clients, 90% see the value of executive coaching as ’somewhat high’ or ‘very high’.

Coaching is gaining in credibility. Despite a few self-styled coaches who tap into ‘energy centers of the earth’, or even more exotic theories, belief in executive coaching is on the rise. The number who rate the credibility of coaching as ‘very high’ or ’somewhat high’ has reached 73%, up seven percent from last year.

Training and certification for executive coaches is building momentum. The number of coaches who see formal certification as either ‘absolutely essential’ or ‘very important’ stands at 75%. Among purchasers and clients of executive coaches, 84% hold the same opinion.

Complete results are available for free download at www.sherpacoaching.com/survey.html

Tiger, Lance, & You

by CFO.com
Tiger Woods has one. So does Roger Federer. And Lance Armstrong. People in virtually all walks of life, from sports to the performing arts to education, now have private coaches to guide them toward their full potential.

Lately CFOs have joined the party as they, or their companies, realize that a demanding and multi-faceted job often requires some external guidance. As a result, the field of executive coaching is booming, with the ranks of practitioners swelling and companies in related fields rushing to add coaching to their menu of services.

Over the last five years, we have probably seen more people come in for coaching who are in finance or information services parts of the business,” says Bill McCarthy, a coach with LeaderSource, an executive coaching firm recently acquired by executive search company Korn/Ferry International. The reason: the technical expertise that helps a CFO or CIO rise to the top is just one part of the skill set needed to succeed in a C-suite position.

“Nobody has taken the time to train promising executives to be effective at strategy,” says Melanie S. Robbins, a Boston-based executive coach whose clients include Fidelity and Johnson & Johnson. “There’s no formula for being a good manager. One of the things a really good executive coach can do is help somebody find their style, their voice, their process.”

There was a time when coaching was positioned as a last-ditch effort to prop up a failing manager, but these days executive coaches are usually called in to help talented executives reach for the next rung on the corporate ladder. “Executive coaching is widely accepted. Everybody either has a coach or wants a coach,” said Suzanne Bates, president of Bates Communications, a Wellesley, Mass. firm that specializes in coaching communication skills. To be sure, if your company shells out for a coach (and it isn’t cheap—the average engagement can run $30,000) you should be flattered, not insulted. “If you were that much of a train wreck, they’d get rid of you,” says Robbins.

Coaching is not therapy, although some coaches are psychologists who emphasize an understanding of human behavior. Nor is a coach a mentor, but there are similarities. “A mentor is someone who imparts experience, expertise and information,” says Kevin Cashman, president and founder of LeaderSource. “A coach tries to draw forth your potential in the most effective way.” Coaches often specialize in, for example, communication skills or teamwork or making the transition to a new company or new position. While good chemistry between a coach and coachee is desirable, don’t expect your coach to be your friend. Coaches may ask difficult questions and prod their clients to address weaknesses or confront problems.

This can be helpful. When Mark Young, chief financial officer and senior counsel at Personnel Decisions International, found himself with a new hire who was 15 years his senior and had been a CFO, he found that he was apprehensive about the situation; his coach helped him talk with the new hire so they could both adjust to this potentially awkward relationship.

One of LeaderSource’s clients, Thrivent Financial for Lutherans, provides executive coaches for each member of the executive management team. Thrivent CFO Randy Boushek says he considers his coach an “unbiased accountability partner”: A coach is to an individual what Weight Watchers is to a dieter, he says. “My coach can honestly help me identify my own derailers and my own self-delusions,” he says, and provide encouragement at critical junctures, “especially when it comes to stepping out of my comfort zone.” The coach doesn’t tell him what he should or shouldn’t do, Boushek says, but asks a series of questions to help clarify and guide his thinking.

Busy as they are, most CFOs who work with coaches make it a point to keep their appointments and commit to their own development. “This is very time consuming,” said Bruno Combe, CFO at performance management software company Cartesis. “You need to prepare for your sessions, to digest the feedback and advice, and then to implement it. It requires a significant share of mind if you want to go through the experience seriously and profitably, but the outcome is well worth it.”

Coaching sessions begin intensely with an evaluation of skills and weaknesses, and typically include a 360-degree evaluation and a Myers Briggs Type Indicator assessment. Usually the company hires the coach but allows a C-level executive to choose from among a pool of vetted coaches. The employer, coachee, and coach should all be clear on the expectations, goals, and measurable results. Most coaches insist on written confidentiality agreements with the understanding that they’ll only report general progress to the employer as a way to foster trust with the coachee, but some coaches do share details about a coachee’s strengths and weaknesses with the employer.

Expect to hear more about executive coaching. The industry is mushrooming; the Wall Street Journal reported that more than 60 percent of corporate executives at Fortune 500 companies now work or have worked with an executive coach. The International Coach Federation, (ICF) the first global association to represent business and personal coaches, reports more than 11,500 members in 80 countries. Kay Cannon, president of the ICF, expects coaching to become a standard part of the benefits package offered to C-level executives. Eventually, she predicts, universities will offer degree-based coaching programs and companies will have in-house coaches to work with people at virtually all positions.

David Peterson, senior vice president and practice leader of executive coaching for Personnel Decisions International, said coaching has been more prevalent in the financial services, high tech, pharmaceutical, and automotive industries but expects it to spread to many other sectors. “Companies are beginning to realize that if they can develop someone from within they can create a better performer who can move up in the organization,” said Gary Hourihan, executive vice president, and president, Leadership Development Solutions for Korn/Ferry International.

In addition to its purchase of LeaderSource, Korn/Ferry recently acquired Lominger International, a leadership development company. Heidrick & Struggles, another recruitment firm, has expanded to offer leadership consulting.

So if your golf or tennis game gives you little in common with Tiger Woods or Roger Federer, consider another source of commonality: a coach may be just what you need to rise to the top.

To start, executive coaches’ fees vary, and a cursory look highlights a sizeable difference in service levels and prices. Here’s a sampling: $300 an hour; $3,000 per month for four, one-hour phone calls, plus on-call service; $5,000 per day for in-person coaching. For the average 6-month to one-year commitment, fees range from $10,000 minimum for a mid-level manager up to $60,000 for a CEO, with an average fee for an individual coaching commitment of $30,000. Some coaches offer everything from resume writing to interview skills a la carte.

Finally, coachee’s should screen potential coaches and pick the one with whom they have the best chemistry, say several coaches. While a masterful coach can work with nearly anyone, coachees will see faster results if they’re working with someone with whom they’re comfortable. –TSB

Executive Coaching – Fuel or Folly?

by Training By Design

So which is it? There seems to be a wide variety of opinions concerning the value of executive coaching.

Some say it is the professional that people choose who gets tired of working and so becomes a consultant and that this person’s input is a waste of time. Others swear by executive coaching as a way that changed their lives and careers. As an executive coach myself, I engage in both sides of this conversation with sincere interest. So is it fuel for the leader to improve or folly?

I believe that the answer to this question comes down to who is selected as the coach and how the selection process is structured. Just like most things you search for, like a good doctor, dentist, hair stylist or mechanic, it generally comes down to how well you know what you want and how good you are at researching who is the real deal versus who is a quack. The first point of context that will help you successfully navigate the executive coaching course is understanding how it can serve an organization.

What is the Value of Outside Coaching?

Paul Michelman wrote in an article for the Harvard Business Review the following, when assessing what coaching is: “The belief is that, under the right circumstances, one-on-one interaction with an objective third party can provide a focus that other forms of organizational support simply cannot.”

Whereas coaching was once viewed by many as a tool to help correct underperformance, today it is becoming much more widely used in supporting top producers. In fact, in a 2004 survey by Right Management Consultants (Philadelphia), 86 percent of companies said they used coaching to sharpen skills.

At an even more basic level, many executives simply benefit from receiving any feedback at all. “As individuals advance to the executive level, development feedback becomes increasingly important, more infrequent, and more unreliable,” notes Anna Maravelas, a St. Paul, Minnesota-based executive coach and founder of TheraRising. As a result, she says, “Many executives plateau in critical interpersonal and leadership skills.”

If what Maravelas is saying is true, then why do some people believe executive coaching is hogwash? The answer: because there are a lot of bad coaches out there and they give the profession a bad name. This is why how you structure your selection process and whom you ultimately choose are so important. If you are thinking of heading down this road and want to get the most benefit from your selection process, here are a few tips to get you started.

First Things First:Know that, without question, executive coaching is not therapy. If it is therapy you want, go find a therapist. This is business coaching and if it turns into therapy and the person is not a qualified therapist, he/she can do more harm than good.

Know What your Goal is:Have an idea of what you want to get out of this coaching engagement. You may not know exactly what your goals are, but you have to think, at least generally, about what you are striving for, so you can appropriately select a coach who can get you there.

Know What Type of Coach you Want:I categorize coaches into three general categories:

1. Coaching primarily for relationship skills. This type of coaching engagement will require a coach with a kinder, gentler approach and will include talking through many communication and relationship scenarios.
2. Coaching primarily for goal-achievement and growth. This type of coaching engagement will require a coach with a more directive and assertive style (i.e., someone who isn’t about the coachee’s comfort). Typically the coachee will be given assignments, reading and a specific process to follow.
3. Coaching that is psychological in nature. This approach utilizes testing, theories and proven models and focuses on “a what makes you tick” kind of process to get to the goal.

I am confident there are combinations of these three approaches, but you need to identify what type of coach will work best for you. All have value, if they match your goals and disposition.

Ask Good Questions:I have found that most executives are poor at interviewing potential coaches and that they do not know what to ask. Here are a few sample questions that every reputable coach should be able to answer:

1. Tell me about your coaching process and philosophy? (Here, you are looking for a feel of what type of coach the person is and the length of the process, time commitment, and frequency of meetings. Also probe for some of the tools and resources the coach might use).
2. Give me an example of a previous coaching experience that you would consider a success and what made it so?
3. How would you describe your coaching style?
4. How do you help identify what your coachee’s needs are? (Here you are looking to see if they utilize a 360 feedback process or another method to ascertain needs that the coachee may not see in him/herself)
5. How do you measure success?

I am sure many who are reading this can give us more examples of good questions to ask a coach. If you have some, please let me know.

The coaching process can be a fabulous and engaging experience for leaders to partake in, which ultimately leads to growth and enhancement. Following the basics that I’ve outlined here will ensure that you find a coach who is both reputable and skilled at aiding you in this executive coaching journey. Lastly, if in the selection process a particular coach has all the right answers, but you are uncomfortable with his/her style, don’t choose that coach – it simply won’t work.

One Last Thought:

As the coachee, be prepared for some hard work and be open to hearing a lot of feedback that might feel painful. You must work on limiting your defensiveness and focus on being curious about the learning that can take place. Remember, this coaching process is for you; it may align around company goals, but it is for your growth and you will choose what to share, what to change and what to keep the same. Being dismissive or defensive about the feedback will greatly limit your growth and the value this process can bring. After all, you are hiring this person to be your “truth teller”…..embrace that gift.

The Immeasurable Value of Executive Coaching

by 10x Marketing

It has been apparent for quite some time that out society is undergoing rapid metamorphosis in regard to its many norms established over the past centuries.

Whereas historically societal needs have been dictated by a variety of factors outside of our control, such as religion and economic considerations, today such constraints are becoming less and less applicable. Today, our culture is influenced by substantial ongoing changes in its outlook on most of the formerly revered institutions, including marriage, education, child-rearing, employment and religious beliefs (or lack of thereof). With the rising equality and power of women, it has become increasingly apparent that the independent, educated, economically self-sufficient female of the 21st Century no longer has the need to be supported and, subsequently, controlled by the male, whose role and consciousness have also been challenged and forced to evolve with the times. Nowadays, women’s intuitive emotional skills are finally becoming recognized and sought-after, and more and more of us are undertaking voluntary nurturing roles of life and executive coaches.

Nowhere are these changes more obvious than in the workplace. The recent onset of the Age of Aquarius has ushered in the tremendous technological advances and globalized economy, which dictate the need for revision of the traditional business structure and the way businesses are run. The old autocratic, controlling, male-dominated corporate environment is being forced out and gradually replaced by the new management philosophy, which increasingly values employee incentive and emphasizes the importance of revised motivational strategies. Research increasingly indicates that management must heed the warning signs and recognize that today’s employees respond far better to emotional rewards than the traditional dehumanizing approach. And that’s the reason behind the surge in the executive coaching services offered by consulting companies of late. Unfortunately, the much-needed training opportunities which indoctrinate the new generation of managers into the mysteries of the evolved leadership style are insufficient and often still not readily available to support the monumental culture shock of such rapid philosophic overhaul. Not to mention the ample residual old-school tendencies still practiced by the older generation of management resistant to change.

Let’s face it: most of us are lagging behind when it comes to the mysteries of effective human interaction. Supervisors and employees alike are still reeling from the multitude of progressive communication concepts and are confused as to how to apply the ideas introduced by an occasional executive coaching seminar. In my opinion, the only way to learn new skills, especially when (as often is the case) they are counterintuitive to our upbringing and environment, is systematic on-the-job training and application. The width and breadth of executive coaching is staggering, addressing such imperatives as:

• Individual and team leadership development
• Organization development and renewal
• Performance and people skills enhancement
• Meetings facilitation and conflict management.

Hence, I can’t stress enough the importance of availability of an experienced executive coach on the job, someone to depend on for guidance and to go to as questions arise. My best friend of thirty years is the example that inevitably comes to mind. She has risen from a staff position to vice presidency within a major health care organization in less than five years! Aside from her obvious professional expertise, what in my opinion makes her an indispensable asset to her company is her natural-born ability of an executive coach. Her humane, patient approach to her staff is at the root of the much-improved management-employee relations enjoyed by her organization in the recent years. Many of her promising proteges have since gone on to successful managerial careers, thanks to her intuitive executive coaching skills. To top off her on-the-job initiative and busy family life, she volunteers at the local elementary school, taking bright underprivileged little girls under her wing. There is no telling whether, left to their own devices, these lucky children would have blossomed to their full potential. As it is, thanks to my friend’s generosity, these girls have the early benefits of the hard-to-come-by free life and executive coaching that undoubtedly will prove invaluable in their overall evolution and career development. These future executive coaches will hopefully go on to spread the communication skills learned from my dear friend to other lucky beneficiaries, helping build a more harmonious foundation for the new emotionally literate generation.

What an Executive Coach can do for you

by Paul Michelman of Harvard Management Update

Is executive coaching at U.S. companies destined to play a role occupied by psychoanalysis in some Neil Simon version of Hollywood: a virtual prerequisite for anyone who aspires to be anyone?

It might seem that way at some organizations, at least to the untrained eye. IBM has more than sixty certified coaches among its ranks. Scores of other major companies have made coaching a core part of executive development. The belief is that, under the right circumstances, one-on-one interaction with an objective third party can provide a focus that other forms of organizational support simply cannot.

And whereas coaching was once viewed by many as a tool to help correct underperformance, today it is becoming much more widely used in supporting top producers. In fact, in a 2004 survey by Right Management Consultants (Philadelphia), 86 percent of companies said they used coaching to sharpen the skills of individuals who have been identified as future organizational leaders.

“Coaching has evolved into the mainstream fast,” says Michael Goldberg, president of Building Blocks Consulting (Manalapan, New Jersey), whose clients include New York Life and MetLife. “This is because there is a great demand in the workplace for immediate results, and coaching can help provide that.” How? By providing feedback and guidance in real time, says Brian Underhill, a senior consultant at the Alliance for Strategic Leadership (Morgan Hill, California). “Coaching develops leaders in the context of their current jobs, without removing them from their day-to-day responsibilities.”

At an even more basic level, many executives simply benefit from receiving any feedback at all. “As individuals advance to the executive level, development feedback becomes increasingly important, more infrequent, and more unreliable,” notes Anna Maravelas, a St. Paul, Minnesota-based executive coach and founder of TheraRising. As a result, she says, “Many executives plateau in critical interpersonal and leadership skills.”

So, should you have a coach? And which managers in your sphere of responsibility might benefit from working with an outsider to help sharpen skills and overcome hurdles to better performance?

The right approach to answering these questions still varies a great deal depending on whom you ask, but input from several dozen coaches, and executives who have undergone coaching, does provide a useful framework for how to think about the role of coaching.

The Road to Coaching Runs Two Ways

Although both the organization and the executive must be committed to coaching for it to be successful, the idea to engage a coach can originate from either HR and leadership development professionals or from executives themselves. In the past, it has more often sprung from the organizational side. But given the growing track record of coaching as a tool for fast movers, “We see more executives choosing coaching as a proactive component of their professional life,” says Cheryl Leitschuh, a leadership development consultant with RSM McGladrey (Bloomington, Minnesota).

Executive Coaching is not an End in Itself

In spite of its apparently robust potential, the very act of taking on a coach will not help advance your career. In other words, don’t seek coaching just because other fast movers in the firm seem to be benefiting from it.

Coaching is effective for executives who can say, “I want to get over there, but I’m not sure how to do it,” says James Hunt, an associate professor of management at Babson College and coauthor of The Coaching Manager (Sage Publications, 2002). “Coaching works best when you know what you want to get done.” Perhaps, in spite of your outstanding track record, you haven’t yet gained the full interpersonal dexterity required of senior managers—for example, you’re not yet a black belt in the art of influence, which is so important in the modern networked organization. Honing such a skill might be an appropriate goal for a coaching assignment.

But simply having a clear purpose won’t guarantee coaching value, says Michael Goldberg. “You have to be open to feedback and willing to create positive change. If not, coaching may not be the answer.”

There are certain times when executives are most likely to benefit from coaching. Executives should seek coaching “when they feel that a change in behavior—either for themselves or their team members—can make a significant difference in the long-term success of the organization,” says Marshall Goldsmith, a high-profile executive coach and author of eighteen books, including The Leader of the Future (Jossey-Bass, 1996).

More specifically, the experts say, coaching can be particularly effective in times of change for an executive. That includes promotions, stretch assignments, and other new challenges. While you may be confident in your abilities to take on new tasks, you may feel that an independent sounding board would be beneficial in helping you achieve a new level of performance, especially if close confidants are now reporting to you. More so, you may recognize that succeeding in a new role requires skills that you have not needed to rely on in the past; a coach may help sharpen those skills, particularly when you need to do so on the fly.

But coaching is not just for tackling new assignments. It can also play an invigorating role. Coaches can help executives “develop new ways to attack old problems,” says Vicky Gordon, CEO of the Gordon Group coaching practice in Chicago. “When efforts to change yourself, your team, or your company have failed—you are frustrated or burned out—a coach can be the outside expert to help you get to the root cause and make fundamental changes.”

One increasingly common use of coaching for senior executives focuses on the challenges of managing younger workers, and on helping executives better understand and lead a new generation of employees whose work ethics and values are different, says Stephen Fairley, president of Chicago-based Today’s Leadership Coaching and coauthor of Getting Started in Personal and Executive Coaching (Wiley, 2003).

Coaching Engagements Should be Part of a Larger Initiative

“Coaching works when it’s systematic,” says Babson’s Hunt, and many organizations use coaching as an integrated part of a larger leadership development program. Increasingly, firms incorporate “360-degree” feedback, using the results to indicate areas in which an executive might benefit from working with a coach. Has your feedback revealed an area in which you would like to improve? Is it a skill you need to refine in order to advance through the organization? Would you benefit from an outside perspective? The answers to these questions help gauge the potential value of coaching.

Coaching can Provide Benefits not Available Elsewhere

“One of the big benefits of a coach is that they aren’t tied to the organization, your friends, or anyone else,” says Washington, D.C.-based executive coach Linda Finkle. “They are tied to you only, so they support what you want and where you want to go.

“Even our families, who want the best for us, can’t be unbiased or totally objective. What you do or do not do impacts them, whether it’s positive or negative. A coach is not impacted by your decisions, your wins or losses, or anything else.”

As Finkle notes, this doesn’t mean that company goals aren’t supported by coaching—indeed, the coach was most likely hired by the company to support the executive’s efforts to achieve those goals. Even so, the role of the coach is not to represent specific company needs or interests. “The perspectives they provide, the alternatives discussed, and everything else has no agenda except to support the coachee,” she says.

For better or worse, many executives can’t find this type of conversation partner—what Harvard Business School professor Thomas DeLong calls a “truth speaker”—elsewhere in their companies.

Why Coaching?

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