QuotenormpostQuotenormpost
Welcome!Welcome!
Small BusinessCoaching Intensive
Presenting TeamPresenting Team
• Richard Reardon• Susan T. Austin• Chris Hutchinson• You!
Before We Begin…Before We Begin…
• Take out a sheet of paper• What is the largest goal you’ve set for
your practice? Write it down
Our purpose hereOur purpose here
• To significantly increase your capacity to build a coaching practice – (sustainable).
• Built on solid principles of both personal expansion (the coach) and business success.
• To share with you what we know, to expand your thinking about coaching, to guide you through exercises and to foster a sharing, learning environment.
Today FridayToday Friday
• Entry Points• Types of Business Owners• 15 Small Business Proficiencies• Business Models• Personal Assessments• Organizational Assessments• 3 Sources of Business Problems
Tomorrow SaturdayTomorrow Saturday
• Recap• Clarifying Your Role• Your Menu of Services• Coaching Plan• Communicating with Style• Websites/Marketing• Debrief
Format of the 2 DaysFormat of the 2 Days
• Presentation/Create the case• Discussion/Stories• Exercises• Q&A• Debrief
What will be on WebsiteWhat will be on Website• RealAudio of the 2 days• Verbatim transcript of the 2 days• PDF of your workbook• Exact PDF slides from this PowerPoint• Full Practice eCourse (100 lessons) (BONUS)• Passive Revenue eCourse (35/50 lessons)
(BONUS)
Additional Training AvailableAdditional Training Available
Why are coaches hiredWhy are coaches hired
3 Keys to a full practice3 Keys to a full practice
15 Entry Points to Coaching15 Entry Points to Coaching
Key Points
• Valid concerns of the owner
• Often just beneath the surface (poke)
• Opportunities arise when entry point is exposed
1. Lack of response to customer needs1. Lack of response to customer needs
• Fixation on product
• Customer needs not a standard
2. Far too little emphasis on performance2. Far too little emphasis on performance
• Fuzzy accountabilities
• People can’t be managed
3. Status-quo management3. Status-quo management
• “Doing the best we can”
• Employees are not near capacity
4. Missing new
opportunities
4. Missing new
opportunities
• Won’t give up the old
• Business as usual is addictive
5. Trying to fix the wrong problem5. Trying to fix the wrong problem
• The reactive mind jumps quickly
• Source of problem is not visible
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6. Too many balls in the
air
6. Too many balls in the
air
• External pressure to change now
• Internal pressure to stay the same
7. Sales are flat & sales people are stuck7. Sales are flat & sales people are stuck
• We need better “x” to improve
results• 1997 beliefs act as a cap
8. Expectations set too
low
8. Expectations set too
low
• Managers reluctant to raise the bar• Owner wears down due to the one-
on-one management approach
9. Complacency is
tolerated
9. Complacency is
tolerated
• No one sees dangers
• High non-involvement and low trust
10. Lack of direction10. Lack of direction
• Frequent changes in priorities
• Too busy to sit and decide goals
QuotecynicalQuotecynical
11. High stress, frequent surprises11. High stress, frequent surprises
• Theory “x” management prevails
• Decisions appear arbitrary
12. Owner cannot keep pace with growth12. Owner cannot keep pace with growth
• Torn between desire to control and
desire to grow
• Shrink to survive
13. No compelling vision of the future13. No compelling vision of the future
• Pull people forward or suffer “rest”
state
• Too busy with today
14. Top team is not together on things14. Top team is not together on things
• Managers operate in a vacuum
• Action prevails at cost of strategy
15. Owner burnout15. Owner burnout
• A dream business vs an unrewarding
job
• Endless cycle of sameness
Completion of Entry PointsCompletion of Entry Points
What are you walking away with?
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Types of EntrepreneursTypes of Entrepreneurs
• Learn the Types of Entrepreneurs and how to adapt your approach
The Entrepreneurial TypeThe Entrepreneurial Type
Strengths:
• Decisive
• Change-oriented
• Conveys confidence
The Entrepreneurial TypeThe Entrepreneurial Type
Weaknesses:
• Stubborn
• Inconsistent
• Aggressive
The Entrepreneurial TypeThe Entrepreneurial Type
What to know:
• They don’t like constraints
• They don’t have high expectations of others
• They want to project a sense ofpower
The Marketer TypeThe Marketer Type
Strengths
• High trust level
• Approachable
• Verbal skills
The Marketer TypeThe Marketer Type
What to know:
• Tend toward impulsive
• They like to relieve tension
• They overestimate the ability of
others
The Producer TypeThe Producer Type
Strengths:
• Organized, follows through
• Hands on, supportive
• Team orientation
The Producer TypeThe Producer Type
What to knows:
• They are modest & don’t like taking
risks
• They like what’s familiar & predictable• They are not comfortable with fast-
paced change
The Technician TypeThe Technician Type
Strengths:
• Very independent
• Analytical and assessing
• Anticipates problems
The Technician TypeThe Technician Type
What to know:
• They base their conclusions on facts
• They are uncomfortable with aggressive people
• They like to set their own highstandards
Higher/Lower Order NeedsHigher/Lower Order Needs
Completion of Types of EntrepreneursCompletion of Types of Entrepreneurs
What are you walking away with?
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Small Business Proficiencies are from…Small Business Proficiencies are from…
1. The Business is Assertively Responding to
Opportunities
1. The Business is Assertively Responding to
Opportunities
• Start with purpose
• Go for 3
2. All That Needs to Get Done Gets Done Without the Owner Managing it
2. All That Needs to Get Done Gets Done Without the Owner Managing it
• Performer vs conductor
• The business as a platform
3. The Staff is Inspired, Involved and Rewarded3. The Staff is Inspired, Involved and Rewarded
• Manager first, employee second
• Motivation: cause or effect
4. Pricing and Packaging are Easily Selling the Product/ Service
4. Pricing and Packaging are Easily Selling the Product/ Service
• Customer value metrics
• Quality and price
5. Customer Satisfaction Metrics Exceed Targets5. Customer Satisfaction Metrics Exceed Targets
• Critical to success factors
• 90-day proactive targets
6. Profitability Targets are Being Met6. Profitability Targets are Being Met
• People, products, profits
• Balancing objectives
7. The Mission is Meaningful to all Players7. The Mission is Meaningful to all Players
• Where are we going and why
• Change as a motivator
8. Continuous Innovation has been Systematized8. Continuous Innovation has been Systematized
• Measure, measure, measure
• PDSA cycle
9. The Enterprise has been Operationally Failsafed
9. The Enterprise has been Operationally Failsafed
• What impacts success?
• Who measures these factors?
10. Opportunity Costs are Low10. Opportunity Costs are Low
• Risk reduction as a guide
• Set payback expectations first
11. The Strategic Plan Pulls and Energizes the Enterprise
11. The Strategic Plan Pulls and Energizes the Enterprise
• The inner urge for direction
• Complacency is natural
12. Sabotage is not Occurring within the Organization
12. Sabotage is not Occurring within the Organization
• Always is created by the absence of
(x)
• Reflecting the leader
13. The Business Model is Sustainable for at Least 5 Years
13. The Business Model is Sustainable for at Least 5 Years
• Know your logic for creating value
• See the model as a system, not an
item
14. Roles and Accountabilities are Larger than the Personality
14. Roles and Accountabilities are Larger than the Personality
• What do you want to be?
• Routine vs Innovation
15. Systems are in Place to Execute the Key Metrics
15. Systems are in Place to Execute the Key Metrics
• Essential checklist for key players
• 90-day upgrade, forever
Completion of ProficienciesCompletion of Proficiencies
What are you walking away with?
Leaders endorse coachingLeaders endorse coaching
Using Personal AssessmentsUsing Personal Assessments
• Learn how to use personal assessments as a way to learn more about the players and how the company operates
Using Personal AssessmentsUsing Personal Assessments
Benefits to the coach:• To help people change or improve their
effectiveness
• Create a path for development• Generates discussion on motivation and
success• Places the responsibility for
change/awareness with the client
Using Personal AssessmentsUsing Personal Assessments
Tips when using assessments:
• Insure confidentiality
• Speak to validity
• Avoid pigeon holing
• Choose the assessment based on your
goals
What can an assessment tell your client?What can an assessment tell your client?
• Cycle of Innovation• Behavioral Management• Attitudes as Performance Triggers• Personal Effectiveness• Manager Developer Profile• Leadership Effectiveness Profile• Employee Opinion Profile
The Process of ChangeThe Process of Change
The Process of ChangeThe Process of Change
The Process of ChangeThe Process of Change
The Process of ChangeThe Process of Change
Completion of Personal AssessmentsCompletion of Personal Assessments
What are you walking away with?
Coaching Model: Business as ClientCoaching Model: Business as Client
Coaching Model: Owner as ClientCoaching Model: Owner as Client
The Balanced ScorecardThe Balanced Scorecard
EvidenceEvidence
Completion of Coaching ModelsCompletion of Coaching Models
What are you walking away with?
Organizational AssessmentsOrganizational Assessments
Underlying Assumptions:
• Employees decide the gap between “what is” & “what ought to be”
• Contrary points of view viewed as nuggets instead of nuisances
• Employees want to do a better job of goal setting and removing blocks
• The leader cannot know all that needs to be known from the front office.
Organizational AssessmentsOrganizational Assessments
Why Use an Assessment:
• To shape a vision and wake up the work group
• To improve the current state and move toward a better
future
• Increase acceptance of the need for significant change
• Develop a continual feedback, planning & communication
tool
Organizational AssessmentsOrganizational Assessments
Benefits:
• Provides vehicle to bring forth key philosophies• Surface factual, accurate and relevant data
needed for well thought out action plans• Opens new possibilities for rapid improvement
with current resources• Quickly generates renewed involvement and
energy that thing will change
Organizational AssessmentsOrganizational Assessments
Types of Organizational Assessments:
• Growth Practices Profile
• Profile of the Company
• Personal Impact Profile
• Quality Award Profile
• WC Manufacturing Profile
Organizational AssessmentsOrganizational Assessments
Types of Organizational Assessments:
• Customer Service Profile
• Process Improvement Profile
• Continuous Improvement Profile
• Employee Involvement Profile
• Team Readiness Profile
Upfront AnalysisUpfront Analysis
Needs Assessment for Business OwnersNeeds Assessment for Business Owners
AssessmentsAssessments
Completion of Organizational Assessments
Completion of Organizational Assessments
What are you walking away with?