The Complete Life Coaching Certification Master Class

1. Introduction and Welcome: Zig Ziglar once said you will get all you want in life if you help enough, other people get what they want. Putting that into practice, I have found tremendous joy and this program will guide you to focus on discerning the client's needs rather than your own and being a servant coach. Hi, I'm Jason tick and I'm here for you so you can be there for them. Are you ready to deepen your client insights? Have you been positively influencing people's lives and behaviors for years? Or are you just rerun to get started? This program will help you build your coaching business to not only just help you get clients, but to work with great clients. You'll learn how to help clients reduce their stress and yours with organic techniques, only the best of the best harness. You'll learn how to build a successful coaching practice, how to unlock hidden or underutilized talents with tested methodologies you may never have heard of and how to create and find meaning and purpose that really motivates with their why revealed how to apply the smart goals strategy and bold new ways is the after all, the joy I've had over the decades, helping thousands of people with their unique abilities and personal brand of success. I've decided to share these coaching methods I use with you so you can have this joy as you guide your clients on their journey. Help them visualize their best future using your voice and your style to highlight their strengths and positive personality strengths. This is like no other coaching program. Ready to love your life and your clients. Let's get started. 2. Secure the Coaching Clients Who are a Great Fit for You: I'm going to show you how to get only the clients who are a great fit for you by securing the right coaching clients for your arc. Whether you're a seasoned coach or brand new to the coaching business, you will almost surely have a new prospect or a coaching client at any given time that would like to see if coaching with you is a fit. I would argue the same is true for you. I-i, you want to see if this person is a fit for you and your art, just as much as the prospects want to know if it's a fit for them. The question is this, how do you start coaching clients in the first place? Imagine if you have somebody interested in coaching with you first, I recommend you offer this person a complimentary, exploratory coaching call where you actually introduce yourself and coach this person for one hour. You already have the appointments set. The purpose of the complimentary exploratory call is to create clarity on what you might do together to determine if there's a mutual fit and if it is a fit, then to convert those appropriate prospects to clients. That's what you're going to learn in this first session. We want to see if the client has a need and a desire to change their life, to change their business, or changed their practice in ways you feel you could impact in mutually feel you could add value in such a way that it would make sense for them to invest money and that they feel good about it. This is called an exploratory call. And the biggest key to this first introduction and complementary exploratory call is to be authentic and present in the call to be totally detached from the end result. The key is that you don't try to sell something on this call. Being authentic and present in this column means really don't try to sell anybody. You're not trying to overcome objections. You're not trying to force somebody to see something. Instead, you're being totally detached from the outcome. And that makes you more attractive. Really. You're going in there to discover if it's a great fit. You don't want to get people who aren't a great fit. You want to align people who are really interested, who really want to be coached, and who really want to grow it. See the coaching world is a little bit different than the world of business clients, for example. The truth is that coaching prospects absolutely, without a doubt, have to do their life role, whether that's a business executive, a married spouse, et cetera, because they're really good at it, or they're just in that role at this time. They may or may not be right at this moment be the right place to benefit from coaching. They may not even be open off or whatever it happens to be. No is always a good answer. So when you're totally detached from whether or not the person becomes a client, then you can be really there. You can be really present on this introductory coaching call and pull out from this person What's great. A lot of times because of the fact that you're not attached, you're actually more attractive and you'll attract more clients because of it. And that's why this chapter in this session is so great for you. You're going to learn three key strategies in this session to secure your clients with an introductory exploratory coaching call. First, you're going to learn how to frame the relationship with the prospect. Second, how to discover it's an appropriate fit for you and your coaching practice. And third, you'll learn how to convert appropriate prospects into clients. So let's start with how to frame the relationship with the prospect. 3. Frame the Relationship with the Prospect: The first step is to start with your approach. The first part of the introductory call is really about your approach. This is how you get clients. The approach is really just sharing your story of you and who you are as a coach and why you do what you do as a coach. And the purpose of the approach is to frame the relationship is typically a three-minute portion of the call, and it starts immediately after you've exchanged pleasantries. Specifically, there are two key components to the approach. First, you want to tell the prospect who you are. Here's who I am, here's what I do. Second, you want to tell the prospect why you do what you do as a coach. Here's my mission, and here's why I do it. So you're going to learn exactly how to do each of these two things in this session. First, let's actually look at what the approach sounds like. I'm gonna roleplay this as the coach with a prospect named Joel. Hello, this is Joel. Hey Johari, you today. Good. I'm looking forward to our call as M. I've been looking forward to it a lot. Thank you for carbon off the time. And you bet. Well, if it's good with you, what I love to do is take a moment to introduce myself and a little more detail. Give you a little bit of the back story about why I do what I do and how I show up here and then really spend the bulk of the meeting focusing on things that are important to you. Areas that you'd like to improve, places you'd like to continue to grow. Does that make sense to you? Yeah, that sounds good. Great. So I'm not sure if Chris Chris mentioned this to you or not, but I also went to a college program studying business and as you know, I then worked with the sales firm traveling to over two dozen states to help them with their businesses. And I really enjoyed the work. It was great and meaningful and impactful. And then I had an interesting seven-week period of time where I met three people that made life-changing events that had really nothing to do with whether or not they had enough money, but had everything to do with whether or not they were actually living in alignment with the principals that would allow them to succeed. So real quick, 11 client that I met, it was around her birthday and we were gonna go get a birthday lunch. And she informed me, you know, now is not a great time. My husband and I are getting a divorce. You know, my third child just went off to college. My husband and I have nothing in common. And so she's like, You know what, I guess we have we have nothing in common way that we don't need to get together and we have to figure out how to split up our assets. This was all on Friday. And on Monday I reached out to another client. He answered the phone, which was unusual, but he said, I guess you haven't heard and I said heard what? He said. Well, just to let you know, I'm fine. It's just said I had a stroke three weeks ago and actually today's my first day back. And then the third client I met up with, I literally caught up with him over the phone and he answered the phone and he said Jason, it's not a good time. And I said, Okay, what's up? And he said I'm driving my 16-year-old son and my 16-year-old steps on him, driving them both to check into drug rehab. Wow. And he's like It's not a good time. So the interesting thing, Joelle is I haven't happened to read the book, the travelers gift at the time, which is the seven decisions that determine personal success. And I went home to my wife that day and I suggest who's helping people like this with their decisions to determine their success, their happiness, their freedom. So I wrote out a letter to about ten people that were a part of my network and I said, Would you be interested in having a conversation a little deeper, like how do we live based on these seven decisions that we have in our life? And six people chose to do it. So that was really the beginning of my coaching career. And it's, it's really grown organically from there over the past decade, I've had the opportunity to work with a few dozen people to help them develop their business, their efficiency, and also help them build highly joyful, integrated lives. And so my mission, Joelle, is to work with people just like you, people who have a lot of integrity that really care about having an impact and helping them get crystal clear on what they want to achieve. And then helping them develop plans and implement those plans to make those real. Before we give you a chance to try this yourself, I want to mention something really important about your mission statement and the mission statement of a coach. Did you notice the coaches mission statement? Here it is again, so you can really hear it. And so my mission is to work with people just like you. People who have a lot of integrity that really care about having an impact and helping them get crystal clear on what they want to achieve, and then helping them develop plans and then implement those plans to make those real. Did you catch the mission statement? It's powerful. Here's another version of it so you can analyze it to help you create your own mission statement. As a coach, coach, my mission is to help people just like you, high integrity carrying people that are building great businesses, care about their families, care about their communities, really live, clearly envision and live the lives that are going to give them a lot of joy and impact. So there's no right or wrong for your mission statement. The key is just to have one because it really helps your prospects understand who you are and why you do what you do. 4. Activity Frame the Relationship with the Prospect: It's your turn to frame the relationship with your approach and then to refocus the call back onto the prospect. And this is going to help you in your first coaching call. So step 1, find a partner in role-play, the approach and the refocus using the coaches language on the screen or in your book. And in steps two through four, you're going to be tailoring the language to your own personal coaching situation. But for now, just role-play it to get a feel for what an approach sounds like as a coach. Step 2, create your own version of the, here's who I am, what I do portion of your approach that you'll say to your clients at the start of the introductory call, use the model in your workbook on page 21 is a starting point. And then underneath that language, tailor it to make it unique to you. Step three, create your own version of that. Here's why I do it. Mission portion of your approach that you're going to say to your clients at the start of the introductory call, choose one of the two mission statements in the activity in your workbook on page 24 is a starting point and then tailor it to make it unique to you. 5. Discover if it’s an Appropriate Fit: You just told the prospect who you are and why you do what you do. You also finished up with your mission. Well, as soon as possible after sharing your mission and likely three minutes into the call, you want to transition the subject of the call away from you and refocus the client than what really matters the client. This is called uncovering and prioritizing the prospects, opportunities. And the best way to refocus the client. And what really matters is to identify the specific aspects of the client's needs and to discover if it's an appropriate fit. There are three things that really matter to the client. First, there are opportunities this person has in their life. These are things that could be great gifts or opportunities if they chose to do them. Second, there are challenges this person is having in their life, their family, their business. And third, there are problems they're facing as a result of those challenges. Your job in this introductory exploratory call is to elicit all three, at least from this person. It doesn't it depends on how one defines something as to whether it's an opportunity, a challenge, or a problem. But as you do this first call, you'll get a little bit better insight based on how they come back at you. The key question the coach asks to elicit these is this, what are some of the opportunities, the challenges, and the problems that are facing your business or your life today, that would be worthwhile addressing. Now if the client is somebody that's all about fixing problems, they're going to tell you about their problems. If there's somebody that loves a challenge, they're going to tell you what their challenges are. But if it's somebody who's all about opportunities in gifts, they're going to tell you what their opportunities in gifts are. Often the question comes up, should I go through these things chronologically with the client or all at once? And the answer to that is that these opportunities, challenges, and problems all come out together. You don't take ten minutes and talk about their opportunities. And then five minutes and talk about their challenges. And then five minutes and talk about their problems. They all get talked about together all at once. That's how these calls work. So let's revisit this with a possible client, Joel, so you can see what it looks like. Here's what it sounds like with the coach and his prospect, Joelle, as we check back in with the refocus on the prospect. And then as the coach goes into the opportunities, challenges, and problems. So that's kind of all about me, but really this is really all about you. So what I'd love to know is as we're looking at your world, Joel are trying to discover areas where you want to improve. What are some of the opportunities, the challenges, and the problems that are facing your practice in your life today, that would be worthwhile addressing? Well, I'm not getting enough new business. I don't feel great about my team. Well, what else would you like to see happen? My business has been flat for the last three years. It's it's getting away from me. I probably need to segment my hands a little bit more effectively. We are one of the things I find with the clients that I worked with Joel is that our lives are really integrated. And so we have a work-life and we have a home life. And the truth is that we're really integrated as one person. Are there other areas on your life that you'd also like to see yourself make some changes, make some progress. I have imbalanced. I'm spending too much time at work, not enough time at home. I don't have enough time with my family. And what else does imbalanced mean to you? Well, I haven't been exercising at all. I've gained 40 pounds in the last three years. You know, my practice, it's going really well but my health, I feel like I'm going in the wrong direction. Just an FYI. As coaches, we get to work in super personal areas with our clients. However, usually they don't get super personal. Here in this introductory call, for example, they're not going to say, I'm having problems with my wife as often as you might think. They might say that later, but they're rarely going to see it on this telephone call. 6. Evaluate Evidence and Impact of Potential Shift: Okay, We've now uncovered and prioritize the prospects, opportunities and problems and the challenges. The next step is to evaluate evidence and impact of a potential shift for the person. What I mean is each of these opportunities, challenges, and problems that come out of the client help you identify what it is you're going to look at. Your job is to ask for the evidence in the impact of a potential shift in each one. So let's start with evidence. The prospect may share a problem and it's your job to ask, how do you know you have it? Here's an example of what a prospect could say and how the coach asks for the evidence. You know what my problem is, I'm not getting enough business because I'm not getting in front of the right people. Okay. I can see how that can definitely be a problem. A lot of the people that I work with consistently seek to build up the quality of the people that are getting in front of. How do we know that you're not getting in front of the right people today. Joel, what evidence do you know? Tell me more about the people you're getting in front of. Did you notice how the coach asked for evidence? He said, How do you know that you're not getting front of the right people today? What evidence do you know? There are actually seven ways to ask for evidence from this person in the coaching call, I suggest you write these down in your workbook. There's a box, especially for you to do that. First you can say, how do we know? Second, you could ask what evidence do you know? Third, you can say, let's talk about the evidence forth. You could ask what else would be really great here? Fifth, what else would be important? Six, you could ask, what else is really going on here? And finally seventh, you can say, Tell me more about that. So let's take a look at some of other examples of what asking for evidence sounds like with Jason, the coach, and his prospect joe out. Now I'm not getting enough prospects. How do we know we're not getting enough prospects to make your business healthy? Well, you know, I've looked over the past year and they had been averaging 22 referrals a week and I only ended up with eight clients as feel like I'm starting to prematurely retro ogres. Okay. I understand that. So that's one of the areas that we'd like to make some progress in. Yeah. Did you notice that JSON in this introductory call with Joel is already using the term we rather than you. This is important to build the co-active coaching relationship where he and the client feel like a team right out of the gates. And as the prospect shares the opportunities, challenges, and problems, you pull out a few of them and you investigate them further. Let me show you an example with Jason and Joel. Haven't been exercising enough. Okay. Let's talk about the evidence there. Well, I'm 40 pounds overweight. What else is going on? I'm losing energy. You see as you're piling up evidence, you want to help the prospect ascertain the impact of that evidence on her life. The impact is the point where you really are trying to get the prospect to realize this isn't just something to blow off. Impact is telling you what it's costing them. Maybe it's monetary or quality of life or health or relationships. Impact is critical for buying. If the client can articulate the impact of the progress she could make in the area of opportunity or challenges or problems in her life. Then the client will start to buy into the coaching and the why it's so beneficial to her and her life. Most importantly, those why reasons are her reasons, not the coaches reasons. And so the question becomes, how do you determine the impact for the client in this call? The answer is actually really simple. Whenever the client tells you a problem, a challenge, or an opportunity, you simply then ask, what's the impact? The answers you get, who'll be really powerful for this person? Here's what it sounds like when the coach and his prospect Joelle talk about impact. But Joel, What's the impact? Let's talk about these three areas. In other words, if if we were able to make some great progress in these three areas dwelling, we were able to address the new business part of your business. We're able to address the situation as far as being more effectively able to delegate and develop your team. If you have a better process to lose the weight and feel more energized, those would be really helpful. Those would be really helpful. And those would be great things for you and your family, your work. Yeah. Right. Well, tell me something about the impact that it has on you today. Well, you know, like I mentioned, this is going on with my businesses kind of getting flat and I really studied be growing. I invested in staff, but I don't feel like I'm getting the reward. Did you notice in the client's response that there's some economic consequences as it relates to her challenge. That's the evidence. Now, let's watch as the coachee uses that evidence to create impact. Okay, So there's economic consequences as it relates to this. And you feel like you're really not growing your business, you know, not really. I've looked over the past year. I've been averaging. 22 referrals and I only ended up with 28 new clients and I just feel like I'm starting to prematurely retrogression. So when you tell me you had 28 new clients last year and clearly that's not satisfying. Tell me what the idea is when you look at your business in order to be thriving, growing the business that way you'd like it to. What would that number be? So what I hear you saying, Joel, is that you really think that one of the challenging you see right now is not getting enough new clients into the business. And so that's keeping you from really developing. And so if we were able to figure out that number for you, that would be really great. Okay. Did you notice the paraphrase? One of the most powerful tools of Coach has, is the paraphrase. This is one of the most effective listening techniques for any person, but especially for coaches. It's the ability to listen and say back what the client says in a way that even makes the client introspect even more deeply. If you didn't catch it, play it back again and watches the coach paraphrases what the client has said. C. In order to paraphrase effectively, there are just three things that you want to keep in mind. There are three things to paraphrase back the clients. Number 1, opportunities, Number two, challenges, Number three, problems. This makes sense, doesn't it? There are the three things that are the most important to the person at this stage in the coaching. And so these are the things we want to help the person see more clearly and then talk about how we can help the person make an impact in each of these three areas. This is making coaching practical. At some time you're going to ask a prospect for dollars. And if the only economic thing that they have to compare it to is your dollar versus nothing that the thought is I can't afford to hire you. But if they're comparing your dollars to all this impact we just discussed, well then the idea is, oh, how can I I can pay a certain dot-dot dollars a month and I can alleviate all of these things. Wow. And as the prospects telling you about the impact, you can start to work through the context of that impact for the rest of the areas of their lives. For example, if the prospect is telling you what it's costing or money, quality of life, health, then you can expand that even further with context. Context is basically saying, You know what, it's bigger than you think it is. It's answering this question, Where else is it impacting you? And once you get the client to share and agree on the impact in one area of your life. You want it then get the context for additional areas of her life. To do that, you can just ask the client for other areas where it's impacting her. There are four questions you could ask to identify additional context of impact. First, you could ask, is that impacting you anywhere else? Second, you could ask, how else is this impacting you? Third, you can say, let me ask you a question outside of that. And finally, you could ask, how do you think problem, challenge or opportunity acts shows up for you in your life? You see when you get additional context, it's solidifies the impact in the heart-mind to the client. And that continues the client down the road to buy in to this coaching relationship and the benefits to doing it. Let's watch as the coach gets additional context from the prospect Joelle, well, I'm losing energy because of being overweight. Okay, So it's really not just about the idea that you're not having quite the energy. And to tell you the truth, I kind of make it through the day at work, but I go home and I just don't have energy for my kids. I feel like I'm not the parent that I want to be and I know that I need to turn this around. I mean, I used to be an athlete, but okay, So it's really not just about the idea that you're not having quite the energy, right? Let me ask you a question outside of that. How do you think being 40 pounds overweight shows up for your clients? And you think like it might be impacting you there as well. Oh yeah. Identifying additional context is all about expanding where the impact of the problems, challenges, and opportunities occur in their life. These three things are actually having more impact on the client's than they know. So you're trying to show them that it's having an impact in other areas of their life too. You're trying to help them see the big picture. For example, some people don't recognize that if they're not paying attention to their health, that's hurting their business. Or it may be hurting them personally. They may not live as long. And then they have just decided that they're going to fix that later. But they're not recognizing that when they walk into that office and their close look or feel bad because they're overweight, then they get shut down before they've even said a word. So the ten sections in life's top ten lists represent balance and harmony in all areas of one's life. And you can use any of them to help the client identify additional context for their impact. Let me show you here our lives top ten lists that you can help your clients think through as you help them with their challenges, problems, and opportunities. Number one, health to family. Three, friends for personal growth. 5, love and romance. Six, religion, spirituality. Seven, career, job, Business. Eight, environment. 9, money, finances in ten is fun, hobbies in recreation. And as you're asking all these questions that you've seen thus far in the exploratory call, listening and gathering all this information is the coach. You should be writing it all down. I recommend you type what you're hearing the prospects say as you're having this exploratory call. In other words, type as you talk, you don't have to record it because most people don't go back and listen to it. Instead, you type up your own notes and encourage the client to type up there's they're going to learn better if they do that. Now there are coaches that spend half of their time outside of those calls doing these notes. That's not what I recommend. Just use these notes for yourself to steer the call and have things to use in future calls with the client. 7. Activity Discover If It’s an Appropriate Fit: It's time for your second activity to practice what we've learned and what you've learned in this coaching program. It's your turn to identify what really matters to the client by doing the following. Identify the client's opportunities, challenges, and problems. Asked for evidence, determine the impact and identify additional context. Step 1, find a partner in role-play the coaches language on page 31 in your workbook to identify what really matters to the client. In steps two through six, you're going to be tailoring the language to fit your own personal coaching situation. But for now, just role-play to get a feel for what an identifying what really matters to the client sounds like. As the coach, step to mark the questions that you'll ask your clients to identify their opportunities, their challenges, the problems in their life. Add any additional questions you would like to ask. Like, what are some of the opportunities, the challenges, and the problems that you see today that would be worthwhile addressing. Or what are some of the opportunities, the challenges, and the problems that are facing your life or your business today that would be worthwhile addressing or what else would you like to see happen? Or are there other areas on your life in your life that would also you'd like to see yourself make some changes or any other areas in your life, you'd like to make some progress. What else does imbalance mean to you? And then go ahead and fill in some other questions you might have. Step 3, mark the questions you're gonna ask your clients to ask for the evidence of those opportunities, challenges, and problems in their lives. And and any add any additional questions you'd like to ask, like, how do we know? What evidence do we have? Let's talk about the evidence. What else would be really cool here? What else would be important to you? What else is going on? Tell me more about that and add anything else you'd like to add. Step 4, mark the questions that you'll ask your clients to ask for the impact of those opportunities, challenges, and problems in their lives. And then add any additional questions that you'd like to ask. For example, what's the impact or tell me something about the impact it has on you today. Or What would that number be? Or anything else you want to add? Step five, mark the questions that you'll ask your clients to identify additional contexts for these opportunities, challenges, and problems in their lives, and then add any additional questions you'd like to ask. For example, is that impacting you anywhere else? How else is this impacting you? Let me ask you a question outside of that. How do you think problem, challenge, or opportunity x shows up for you in other areas of your life such as your fun, your hobbies, your recreation, your money, and your finances, your environment, your career, your job, your business, your religion or spirituality, your friends, your family, your health, your love, your romance, your personal growth, or anything else you want to add. Step six, find a partner and role-play in Introductory Coaching call where you identify what really matters to the client by doing the following things. Identify the client's opportunities, challenges, and problems. Ask for evidence, determine the impact, and identify additional context. Use the questions you identified in steps 2 through 5 to help you. 8. Convert Appropriate Prospects to Clients: Once you've discovered if it's an appropriate fit, it's time to convert those prospects into clients. And the best way to start to do that is to help the client see that without you there coach, the prospects, simply can't solve this on their own. Now these are called constraints and you can start to convert prospects into clients by first questioning their constraints. You then clarify the gap between where they are and where they want to be by helping them see how coaching can help them get there. By the way, you might want. Might be wondering, where are we at this in a big picture of this complimentary coaching call. Let me show you. At this point, approximately 25 minutes have gone by and the call so far. Now, just a reminder of where we are. So far. We've done the fall when we've done the approach, we've refocused the client on her opportunities, problems, and challenges. We've discussed the evidence, the impact, and the context of those opportunities, problems, and challenges. And now it's time for constraints and buy-in. And that's what I'm going to show you next. 9. Identify Constraints and Consider Coaching Efficacy: Let's start with identifying constraints for this person and helping her to consider coaching efficacy. Remember, impact is telling you what it's costing them. For example, monetary quality of life, health relationships. Then you're going to expand that even further with contexts which is basically saying, You know what, it's bigger than you think it is. It's answering the question, Where else is it impacting you to do this? The next step is to question the client on the constraints of the situation. So she can plainly see that she isn't able to solve these problems, challenges, or opportunities on her own. Constraints is basically saying, how come we haven't thought of this? See when they share the constraints with you. They're really telling you why they need you. As a coach. There are two key questions you can ask to help a prospect identify her constraints. First, you can ask, why haven't you solve this on your own? Second, you can ask what's kept you from following that in the past? Here's what the transition from impact and context to this next step of constraints looks like with the coach and his client, Joel, watch this. It seems to me that you're fairly clear about this. Dwell at the quality of your referrals, aren't what you'd like them to be. What's kept you from following that in the past? Any better accountability? I'm inconsistent. What else? I don't feel like I have great like a group process to build up. I'm not clear on my process. 10. Set the Hook and Measure Buy In: Okay, once they tell you the constraints, you're now ready to measure buy-in. And in order to understand this, let's summarize everything we've done so far so that you can see how we've arrived at this buy-in level and why we're ready to close the call and move forward with the coaching relationship. This is really cool. Here's the structure of the five steps for the introductory coaching call. Step one. The approach. This is four minutes long. Step to discuss opportunities, challenges, and problems. This is 15 to 20 minutes long. Step 3, analyze the evidence and the impact of those opportunities, challenges, and problems. This is also 15 to 20 minutes long. Step 4, discuss the constraints. We haven't seen this one yet, but we'll take a look at it in a moment. This is five to 10 minutes long. And then step 5, buy-in. This is the close, and we'll take a look at this in a moment also. But first, let's define each of these further so that you can really see how this all fits together. So first the approach, this is where you share your story to frame the relationship. Then the opportunities here you help the prospect to identify specific aspects of her needs, her opportunities, or challenges, her problems. Third is the evidence and impact helper to clarify her opportunities or challenges in her problems with evidence and impact of what it's costing her, money, quality of life, health relationships, and then the contexts that expands the impact of how it's bigger than she thinks it is with the question, Where else is it impacting you? Fourth is constraints. Even though we haven't seen this one yet, we will in a moment. It's simply one question you asked the prospective client. Why haven't you thought of this? This is big because she will then tell you why she needs a coach. And then fifth buy-in. And this is the last step in the one we're about to go over. And in a nutshell, you're going to say something like this. So I guess that's one of the reasons you're considering coaching. It's time to see what the buy-in looks like for real. And to get there, we needed to identify the constraints like the coach does next with his prospect, Joelle. So it seems to me that you're fairly clear about this jewel that the quality of your referrals aren't what you'd like them to be, what's kept you from following that in the past. I need better accountability and then consistent. What else? I don't feel like I have a great process. I'm not clear on my process. So I guess that's really one of the reasons you're considering coaching. Okay. We'll dwell. It seems like you have really great clarity around what you'd like to achieve. And if we were able to work on these three things, really focus on the business and the referrals, focusing on the team and the structure and how you work with that team and get them to be more efficient. And then also working on the weight and being able to not only focus on the 40 pounds, but then see how that affects your greater relationships. Better energy, a practice that's really more free-flowing. And then that kind of rippled all throughout your life so that you had better integration, more balanced, more energy at home. And if we're able to remove some of those constraints by giving you a better process and maybe Systems and have some levels of accountability. Maybe help you reflect back on the where you are communicating things to see if the language is great. There's ways to tweak that. If we're able to do that, how would you feel about that? What would be the benefit of that? Wow, that would be awesome. Did you notice the summary buy-in statement the coach used? Let me restate the summary statement of the entire buy-in process from the constraints. This is especially important if there are multiple constraints the client shares. Here's what it sounds like. Coach says. In other words, if we were able to remove those constraints and you are able to more effectively and consistently access the quality of prospects that you like. And you were able to then have that prospect, interview them, fact find them and effectively delegate and you have a team that you had greater confidence in their greater processes in place because of a greater accountability. And all of that was done in a way that you have balance in your life. You really care for your health, have the type of relationships you want. So if we were able to create that, that's really what you're looking for, if I hear you correctly, is that right? Notice the prospect says, Yes, absolutely. The client is essentially telling you what she wants to move forward or is at least seen the benefit of moving forward with you. That's buying. 11. Commit to Mutual Benefit: Well, the next step is to commit what the client to mutual benefit C, by this time in the call, it's time to close the prospect into a client for future calls and business. And this is where you share your pricing information and how you get a commitment from the prospect on the mutual benefit of what she just agreed she wants help with. Here's what it looks like. Let me share with you, dwell how my clients work with me and see if it would be something that would be a benefit to you. Does that sound fair? Yeah. So my clients work with me on an ongoing basis, on a routine basis. So we connect and communicate either on a weekly or bi-weekly basis. Yeah. In our commitment is to create change. In change takes a little bit of time. So our agreement as we embark on this relationship is that our plan is to work together for six months. Now it's not a contract because I would never want someone to feel like they were contractually bound to continue to work with me if they didn't feel they were getting really great benefit. But it's an intention. Does that make sense to you? Yes. I mean, the reason I say that is that sometimes people think that you're going to learn new referral language on Tuesday and everything is going to be perfect. And that's really not what this is all about. Does that make sense? Yes. Okay. Great. So our intention is to work together for a six month period of time. And we're going to begin the process is what we call a personal professional profile, where we'll gain some great insight into where you are today. Where you'd really like to go short, intermediate and long-term. Some things that are important for you to achieve. And also some perspectives on who you are when you're great, who you are when you're not so great. Some things you're really excited about that you've achieved in some things that maybe you haven't been able to achieve the kind of think about how that's impacting you. Now from there, That's going to be the backdrop for us as we move forward. Always keep an eye on the big picture of what you want to create but dwell. Literally, you're going to be bringing your challenges in your opportunities to the call each week or every other week because we want to meet you where you are when you're there. Does that make sense? Yes. 12. Agree on the Logistics for the Coaching Program: The last step of this complimentary exploratory call is to agree on the logistics of the coaching program itself. This includes the pricing, the scheduling of appointments, the signing of the coaching agreement, and the filling out of the personal professional development profile. We'll talk more about that in a second. Here's what it looks like with the coach and his new potential client. Joel. Great. The way that the program works, like I said, some people do it on a weekly basis. Some people do it on a bi-weekly basis. If we're coaching on a weekly basis for now, that monthly investments just 1250. If we're doing it on a bi-weekly basis, it's 750. Does that sound fair to you? Yeah, that's actually great. Now, I don't have a preference as to whether we do it on a weekly basis or a bi-weekly basis. Sometimes people when they first get started have a ton of stuff, a lot of moving parts, they really want to address it rapidly. And for them, weekly works the best. Many other people like that's just too rapid for them and they prefer to do it on a bi-weekly basis, kinda fits better into their calendar, in their schedule, their commitments. Which of those two fields best for you, Joel? Well, what if I start off by weekly and then I want to go weekly or if I start off weekly and I want to go bi-weekly. Yeah. This is always about you, so we're always going to be accommodating. And if you decide you want to start off on a bi-weekly basis and you want to move it to weekly later, we can move it if you want to do it the other way around, that's fine as well. Which one do you think feels best for you right now? Biweekly. That's fantastic. Well, I'm going to have my assistant, Craig, reach out to you and he's going to find a time that really works for our calendars. Now our intention, Joelle, our commitment is to find a time that works that we can maintain, so we're not moving it around all the time. It makes it easier for your calendar dating from mine. Now I understand on occasion something may arise in you give us some heads up in advance, That's fine. We can make it move. We just don't want to have that happening all the time. Okay? Yep. So our commitment is to meet on a bi-weekly basis. So there's actually 26 bi-weekly periods in a year. I take four weeks of vacation, so we'll miss a couple of those. So what we're really doing is saying we're gonna do this bi-weekly, but it's really kind of you pay for it on a twice a month basis. Does that make sense? So there may be 31 days or times in a month that we're still going to have three meetings. But then there may be a time in the future where I'm on vacation and then that would be the vacation time because that's unfair as well. Yep. Great. So Craig is going to reach out, he's going to send you that personal professional profile I spoke about. And together you too will decide when it's going to be the best time for us to connect. You'll get that personal professional profile right away. We should get started sometime in the next couple of weeks. I'm excited. Does that sound fun for you, Joel? Yeah. Awesome. Well, dwell. I really do appreciate your sharing. I'm so looking forward to it. As I said, cursorily mentioned you instead, some great things about who you are and I can't wait to get to know you better. And I really can't wait to help you make some impact on these three issues we discussed. Me. So anyway, if you have a question or anything at anytime you can feel free to reach out to me and know that Craig is going to reach out to you in the next couple of days. Okay. Sounds good. Sounds great. Thanks to you all. 13. Follow Up to Schedule the Coaching Calls and Sign Documents: The last step of this complimentary exploratory call is to agree on the logistics of the coaching program itself. This includes the pricing, the scheduling of appointments, the signing of the coaching agreement, and the Philly and out of the personal professional development profile. We'll talk more about that in a second. Here's what it looks like with the coach and his new potential client, Joel. And then that kind of rippled all throughout your life so that you had better integration, more balanced, more energy at home. And if we're able to remove some of those constraints by giving you a better process and maybe Systems and have some levels of accountability. Maybe helped me reflect back on where you are communicating things to see if the language is great. There's ways to tweak that. If we're able to do that, how would you feel about that? What would be the benefit of that? Wow, that would be awesome. Well, once the prospect has agreed to coaching, they receive an e-mail or a phone call from you or your assistant. And that email sets up the schedule of the coaching as well as the meeting request. But it also sends them a copy of two key things that we'll discuss later in this program, in which you can also find in the appendix to the training workbook for this course. First, the personal professional profile. They fill this out. Second, the coaching agreement, they signed this and send it back to you. There is an example Coaching Agreement in Appendix C for you to get, take a look at and get a feel for what goes out to the client. You can see a copy of the personal professional profile in Appendix D of this workbook. Now we're gonna talk more about each of these later on in this program. But you are your assistant then sends them an invoice at the beginning of the month. I let them know in the invoice that they can either send a check or they can just push a button on the invoice and they fill it out and it takes it out of their checking account. I use QuickBooks, but you can use any invoice program. Many people at this time have a question about what happens if a client misses an appointment. Let's talk about that. My answer is that you don't want to be a jerk about this, but it's basically a retained thing. You want to try to accommodate. But if they miss and there's no flexibility or they don't have any way to do it, then you need a way to handle that, but you never fight them on it. For example, suppose somebody says the following thing to you. I only coach to one time this month we've skipped the other one. Or what might you say? Well, here's a possible response. Okay, So why don't you do this, why don't you just pay half the invoice and I just want to make it clear for the future that this is actually retained service so that we're committing to two calls on a monthly basis. And then I'm going to be here for the calls and that's my expectation for you. We have flexibility. We can reschedule, we can move around if we have two. But really that's the agreement because basically I'm committing my time. And if you don't show up, there's no way for me to reinvest that time. Does that sound fair to you? That's how you handle it. Now we're going to cover much more about how to coach clients in upcoming sessions. But at this point, you've got yourself a client. Great job. 14. Activity Convert Appropriate Prospects to Clients: Now let's do an activity to really cement this process in your brain so you can get your clients, it's your turn to transition the client to coaching with you by questioning the constraints and closing with buy-in. Step 1, find a partner in role-play, the coaches language in your training workbook on page 42, to question the constraints and close with buy-in. In steps 2 and 3, you'll be tailoring the language to fit your own personal situation for coaching. But for now, just role-play it to get a feel for what transitioning the client to coaching sounds like as a coach, step to mark the questions you'll ask your clients to question the constraints for each of their opportunities, challenges, and problems in their lives. At any additional questions you'd like to ask like, why haven't you solved this on your own? Or what's kept you from following that in the past or anything else you want to ask. Step three, create your own version of the summary buy-in statement that you'll say to your clients near the end of your introductory call to close the client, choose one of the two model summary buy-in statement options on page 45 as a starting point and then tailor and practice it to make it unique to you. Step 4, use your own language to role-play in Introductory Coaching call, where you transition the client to coaching by questioning the constraints and closing with buying. Use the questions and statements you identified in steps 2 and 3 to help you. And step five, create your own coaching agreement using the model in the chapter and in the Appendix C of your workbook as your starting point. Step six, Fill in the table on page 46, summarizing in your own words what the purpose of each step in the introductory call is that we covered in this session. Great job. You've just learned how to secure your coaching clients, will see you in the next session, where we'll learn how to discover your client goals and insights in your very first real paid coaching call. See you then. 15. Get Clear on What Clients Want to Achieve: I'm going to show you how you can get clear on what your clients want to achieve by discovering your client's goals and insights. The concept of coaching is that each individual is whole and capable and can achieve whatever it is they desire to achieve, but they're often blind to it. The purpose of the first coaching session is to gain insights and accelerate understanding with you and the client. It helps you get clear on what the clients are interested in achieving, how you'll know they've achieved it, measure it, and then connect the clients to it emotionally. You also want to understand more about who they are when they're really good assets and strengths that they have that they can rely on. And identify some of the things that pop up that get in their way. These are called obstacles. As you may know, nothing is really totally recipe. Some of this lesson is really learning to dance, to people skydiving. Coaching the client can be like learning to dance in the sky in the moment. You may be both even and feeling a little bit like those two skydivers because it's an engaging adventure with a little risk on both your parts, your key tasks as a coach with this first coaching call is to get clear with those clients around those first three short-term goals. And to get clear on their strengths and weaknesses, you want to know what their targets are. Do they know how to measure their goals? Do they have a clear vision around those goals? The first coaching session has seven main purposes. Write these down with me on page 51. So you really synthesize these in your mind. First, it helps you identify what the client wants to achieve. Second, It's how we measure that the client has achieved a third, it helps us connect to the client emotionally, to the goals forth. It allows us to determine who the client is when she's a really good. Fifth, it helps us identify strengths that the client can rely on. 6th, it identifies obstacles that can get in the client's away. And seventh, it gives the client a stretchable task or tasks to work on. Now before we keep going in this program, I want you, if you go to the back of your training Companion Workbook in Appendix D to find a document called the personal professional profile. This first coaching call, which is a paid coaching call, is really centered around making sure you as a coach, understand the client's personal professional profile and then identifying targets. Now you can see a blank example of this personal professional profile and Appendix D. With this personal professional profile on hand. And with the Introductory Coaching call completed, it's now time for you to help the clients see their goals and objectives more clearly. To do that, you want to get the client's viewpoints on those goals and objectives and help the clients become more aware of what's true today regarding those goals and objectives, then you can help them figure out what tools they have at their disposal that you can rely upon in the future to move beyond whatever obstacles pop up. And you can do that by helping the client figure out who the client is, what our gifts and talents are, how she's wired to meet those goals. Specifically, you want to take a look at what tools the clients have that will help them and what tools the clients have that are getting in the way. Prior to the first call. You want to go through this personal professional profile document and highlight the things that you think are interesting about the client. Things you'd like to learn a little bit more about. You're looking for areas on this personal professional profile that if you were able to work on those areas with the client, you have a feeling it might serve the client really well. Your goal is you read through this, is to feel like you know, the clients already. You're taking a look at what the client is willing to share at that moment, then who they are, what's worked for them. What things in the past have gotten in there away. What really excites them? What they'd like to see themselves achieve. You're going to take what you got in the first introductory meeting, which has very high level. And you're gonna continue to get really clear on understanding three key things. First, who they are. You want to understand who this client is. Second, where they really want to go. This is big for buy-in and future investment in you as a coach. And third, what things do they have to move forward? That's how you coach what's already inside of them. For example, the client may have said in the personal professional profile, I lost a childhood friend, a shutdown, and I had difficulty being vulnerable with people. Well, that would probably be something you could talk about in that initial call. And you can say, if we were able to really work in that area and you were able to open up, how might that serve you? You see this personal professional profile call allows you to observe, discover, and observe. If you find congruence with all the things the client has told you so far. And you're going to find congruence if this call is giving you things similar to the personal professional profile that was filled out by the client prior to this call and congruence with the introductory call that took place prior to this call as well. That congruent as a result of you, the coach getting similar messages. Sometimes you'll find a lack of congruence. If the client is all over the place in the messaging the client shares with you in these three venues. Sometimes the first call will tell you if the client really doesn't have a clear understanding of who they are, where they really want to do, what things they want, they have to move forward and what things are getting in the way. So this first call is going to give you greater insights into the whole life of the client. And at the end of this call, you're going to have a clear picture of what it means for the client to be the three main goals the client is shared. For example, the client we're going to look at in this chapter shared the following three month goals. Number one, be a better female leader in my office. Number to increase production to get more stability in my business. And number 3, increase my savings and pay off my business credit card. By the end of this call, we're going to have a better picture of what it means for her to be a better female leader in her office. We're going to understand more about what she's specifically means to get more production in her business. And we're going to understand what it means economically for her. So during this first call, we're going to talk to the client about her short-term goals and understand who she is right now, where she is right now, and then be really specific on a couple of things that she can do. You see you want to help the client choose a finger to that the client can do in each of these areas over the next couple of weeks. That will be moving the client in the right direction. These things should be a bit of a stretch, but also things that the client would be comfortable and confident to take on. We call those stretch tasks. In this session, you're going to learn three things that will help you discover deeper client insights in your very first coaching session with your client. First, you'll better understand the client and her goals. Second, you'll learn how to highlight historical strengths and weaknesses if your client. And third, you'll be able to assign the client comfortable stretch tasks prior to the next call. Now before we keep going, there's a few important things I want to share with you. And the first is so important. I'm going to put it on the screen. You always want to take notes during your coaching calls, including this one. During the course of this coaching call, you're going to build out through your notes a much clear picture of what their short-term and intermediate term goals look like and what they really mean. In addition, when they talk about their strengths and weaknesses, what are those really mean? And the second is a quick note for first-time coaches. If you're a first-time coach, you may be a little nervous about your first paid coaching call with a client. The key for you is to remember to be present. Your goal is to be totally present to your client. As you read through this chapter and listen to me and do all the activities in role-plays, you'll start to see ways to do that. They'll give you some fantastic opportunities to practice being present and the assets you need to continue to be present throughout the call. Just remember to be totally present with the client. And lastly, I want to share a bit about client appreciation messages and gifts. You may have noticed that one of the areas on the personal professional profile form asks the client to fill out birthdays of both the client and the client's spouse and her children. What do you do about the birthdays you get from the clients and their spouse or children on the personal professional profile, do you send them a card, a message? I suggest you send them a birthday text, or an email or a Facebook message. I also suggest you do bigger client appreciation stuff with clients around the holidays when you can send a very nice gift. And finally, I recommend you hold an annual party if possible. We'll talk more about these a little bit later, but for now, let's learn how to better understand the client and her goals. 16. Better Understand the Client and His Her Goals: Now it's a target those purposes in the first coaching call, using the personal professional profile, you want to start by understanding who the clients are and where they want to go. And you can do this by focusing on the clients and view of her goals and objectives. You're taking what the client said in that personal professional profile or the previous introductory call. And just building on, you want to understand who the client is in more depth and where the client wants to go. Specifically, one of the most important things you wanna do in this first call is to get clear on what the client's goals are so we can measure them. But what exactly does measuring? The answer is key. And I suggest you write this question down. How are we going to know we've achieved the goal? This is the question you want to ask the client to help the client determined how you both will measure those goals. You can start with a three month goals using one key question, which we will see in the role-play shortly. Here's the key way to get this question across with your clients in the first coaching call and in subsequent calls, what would that look like for you to be moving in that direction and feel like, yes, I've made great progress in this area over this 90 day period of time. That's the question. 17. Get the Client’s Viewpoint on the PPP Intake Form: Now to introduce the first coaching session, It's a great idea to start by getting the client's viewpoint on the goals and objectives that you have already determined in both the introductory call as well as the personal professional profile form itself. So let's watch as the coach works with the client in their very first paid coaching call. Thank you so much, Jennifer, for taking time to invest in yourself and in this coaching relationship. And you bet I had an opportunity to review the personal professional profile. I'm grateful that you're taking this seriously is you are. So thank you for that. You're welcome. And when I looked through it, there were some things that popped up for me that I thought were really interesting that we can pursue over time. Okay. What I'd like to do before we get started, Jennifer's to just ask as as you're going through this process and answering these questions for yourself, Were there certain things that kinda grabbed your attention that we want to make sure we pay some attention to. I realized that I did really well when I was an athletic coach and I had somebody to keep me accountable Since I've been more on my own, I haven't done as well. I really enjoyed the time I spent with this coach. I saw him on a quarterly basis, but the consistency wasn't nearly enough. So while I get some clarity and I appreciate the time, It's not enough for me to open up. It was really more of a mentoring situation and coaching situation. Whatever the client brings up here, you just go with it until you have the client's viewpoint on what those goals and objectives look like to the client. Now eventually, during this initial stage of this call, you'll solidify a number of goals that you may have already described in the coaching agreement that you created in that introductory call. And when you and the client identified those three opportunities, challenges, and problems, remember those along with evidence, impact, context, and constraints that you and the client are going to work on. If you forgot that, go back to Session 1 and watch it. 18. Define Short Term and Intermediate Goals: Now the next step after you've gotten the client's viewpoint on the goals and objectives is to start to help the client become more aware of what's true today regarding those goals and objectives. To do that, you may want to coordinate the goals the client shared with you in the introductory call with the goals of Klein shared on the personal professional profile. For example, the client may have said the following three things that she wanted to work on in the coaching process with you that she agreed at the end of the introductory call that if she achieved them would be amazing for her and her life. Check these out. Number one, reach your potential as a frontline leader, developing a strong female presence in our network. Number to grow a successful business based on realizing that vision. And number 3 maintain a healthy balance and confidence and vulnerability in her life based on commitments that she's passionate about, including family and faith. Well, now it's time to give the client an opportunity to go deeper on those goals and objectives after having had some time to spend some time on her own thinking about what they are using this personal professional profile form as an impetus to do that, to come up with some additional things. For example, the client may have said on her personal professional profile, she had the following goals for the next three months. Check these out. Number 1, be a better female leader in my office number to increase production, to get more stability in my business. Number 3, increase my savings and pay off my business and credit card. You see the client may then say her goals over the next three years. Those were her three month goes. Here's her three-year goals and some examples of what those might look like on her PPP form. Number one, productive, balanced practice. Number to be a leader for women in the office. Number 3 settled down being a serious, committed relationship. As you can see, these are consistent with the goals he originally had and what was discussed the past week and what she thought of on her own. And once we have this consistency and we've deepened those goals, well, it's time to determine how your u in the client will measure those goals and that is what we're going to do next. One of your first key tasks as a coach with this first coaching call is to get clear with the client around those first three short-term 90 day goals. You want to know what their targets are. Do they know how to measure those goals? Do they have a clear vision around those goals? You may not even get into those second set of goals for the client. And that's okay in this first call, it all depends on what happens in the coaching call. But for the majority of your clients, you want to get clear on all three goals they have for the next 90 days and to get clear on their strengths and weaknesses as you do. So here's what it looks like. Based on the above example we just talked about. To start to help the client become more aware of what's true today regarding those goals. And to start to continue to get the measurement criteria for the 3-month goals from this first coaching session. As I was looking through your personal professional profile, Jennifer, I see that there's a lot of consistency with what we discussed on our last call in what she thought about on your own and clearly, these are really strong for you. Yes, It was really helpful. Thank you. There was a tremendous amount of alignment. What's great about that is that I see you really have done some deep thinking about it. It's clear the directional objectives that you'd like to achieve. And so what I'd like to do is to pull them out a little more so we can understand how we're going to measure that. Okay? What I really like to know is let's get a good vision for what it looks like in your mind to be a better female leader in your office. Okay. Tell me a little bit more about that. What would that look like for you to be moving in that direction and feel like, yes, I've made some great progress in this area over this 90 day period of time. I don't know. I mean, I want to be a better female leader, but I don't really know how. And so I guess that's one of my challenges. But you know what, Jennifer, that's not an unusual experience at all. A lot of times when we're caught, when we're getting into this business, it's difficult to get our footing and feel as if we really have caught our stride? Yes. And there's probably some scenarios where you're feeling like you're not being a leader that you'd like to be. So let's kind of identify what those feelings might be. And we can begin to think about what we might do differently to feel that we're moving in a different, more positive direction. I feel that our organization has primarily male and I don't have the voice that I really like to have. I think I'm not allowing myself while I'm allowing myself to be overpowered. And one of the things that's really important to me as a strong female is to have a strong voice in. So I believe that one of the areas that might show up is in my peer group or I'm doing this. It seems as if I allow myself to get pushed around in these areas. I see. I'm somewhat concerned and it comes up, you know, it's almost like because I'm female and so many of the people in my group are male that I almost feel like I can't be vulnerable because I think they may push me. And so I'm almost an authentic and cutting off a part of myself. Tell me more about that. You know. I feel this way sometimes when I walk out of a meeting with my business owner or with, you know, somebody that owns one of the businesses, a client or when I have a meeting or when I'm meeting with my boss. I feel like I'm not really expressing myself. And if I'm not coming across using the strengths and gifts that I know I have and I'm not using them. I did you notice how the coach aligned with the client to show empathy and help the client see the map and vision of where things are going. It's important when a client is stuck or challenged in some way to align with the client, to show empathy by telling the client. That's not unusual at all. If you missed it, go back and watch in the role-play how the coach does that with Jennifer. Also, did you notice what the coach did to get the client more aware of what's true today was to help the client to look at a map, to help the client understand where you are, as well as where you're headed. Again, if you missed it, go back and watch and see if you can catch it. So you've just learned how to help the clients see their goals and objectives more clearly, you've gotten the client's viewpoint on the goals and objectives. And you've helped the clients become more aware of what's true today regarding those goals and objectives. So it's now time to look for clarity around the client's goals. That's what we're gonna do in the next section. 19. Look for Clarity around the Client’s Goals : When you're getting the client's viewpoint around her goals, you want to make sure that the goal has clarity. For example, one of the goals we've seen with this client that she shared is I want to be a better leader. Well, that goal doesn't have much clarity because as a coach or not certain that the client has decided what that goal really means yet. I mean, sure the clients expression of that goal may be unique. But you want to help the client look for more clarity around what that goal really means for the client. So one of your key tasks in the first PPP coaching session in last chapter is to get a target for each of them measurable goals in the first call. Here's the formula to get their smart goals. These are the smart goals and you can write these down with me on page 58, S equals smart. M is measurable, a is achievable, r is relevant, and T is time-bound. And these smart goals are critical to successful coaching. So to truly understand them, let's look at how the coach implements them with his client. Take a look. You mentioned that one of your goals in your personal professional profile is to be a better leader in the office? Yes. Okay. Well, I'm sure your expression of that is unique. The idea of wanting to be a better leader in the office is something that I hear a lot of times. What I've also found is that means different things to different people. When you say that, Jennifer, what does that mean to you? Well, like I said, I feel like I'm not really expressing myself and I'm not coming across and using the strengths and gifts that I know I have. I'm just not using them. And tell me how we want to measure the goal of becoming a better female leader in your office? I mean, these client builders and I'm really not speaking up at all and I feel like I'm being subservient. Okay. So what would be a goal? I'd like to speak up more. How much is more? What would that look like? I don't know. What can you hold yourself accountable to while you're being and in the side inside this group to make sure you're looking for opportunities to add value. And then at the end of that, you might be able to measure yourself. Okay. You know what Jennifer, at the end of these meetings that you're making reference to, what would be a way of measuring that? Well, I could measure how many times I spoke. Okay, what what that might do is force you to speak when you don't really have something of value to say, right? Yeah. What might be another way? Did you notice the key question the coach asked to look for clarity around the client's goals. Write it down with me. It'll come in handy in your coaching. Here it is. What I've found is that means different things to different people. See when you say that, what does that mean to you? Here's another example with that same client, but for a different goal that she shared earlier. Watch this. Jennifer, you also mentioned you'd like to increase your production to get more stability in your business. Now, in order to know that we're succeeding and to have an insight into what would really be meaningful to you. Tell me how we want to measure that increase in production in order to feel like at the end of the 90 days, you'd say, Yes. I've made strides that I'd like to make. These are indicators that are gonna make me feel great. I like to increase my savings and pay off my business credit card. Okay, So 90 days from now in order to feel good financially, you need to have that credit card paid off to begin to increase your savings? Yes. Once the client shares her answer on what that goal means to her, You now have that answer in your notes. So in the future, when you're talking about what's really important to her. You can then go back to this goal and say something like this. So let's think about the steps that we're taking here. And I know that one of your big objectives for the first 90 days is to really make progress in leadership in this way. Let's talk about the progress that you're making and what's either been moving you forward or you might ask, what do you feel has been getting in your way? The question that often comes up with coaches here is this. How do you know whether to focus on positive or negative? And it all depends on the energy the client is bringing into the call. If you feel the client has positive energy around this goal and she feels like she's got some momentum. Then you want to find out what's helping her there. If she feels like there's not a lot of energy there, you want to find out what the block is. You might say, What do you feel like is the block that's keeping you from doing that? So how did I figure out a figure that out? Well, when what you should do is focus on this table that I'm about to show you. I think this will help you. When should you focus on the positive and when should you focus on the negative of a goal? This table will help you figure that out based on what the clients are feeling. What your role is, what your question is that you ask as a result, for example, look at the first row of client feelings. If the client has positive energy and momentum around the goal, then your role is to find out what's helping her there to do this. You can ask this, What do you feel like has been moving forward with that goal? Or if the client feels like there's not a lot of energy there at all. Your role is to find out what the block is. To do this, you can ask, well, what do you feel like is the block that's keeping you from doing that goal. This table can really come in handy as you're coaching your clients. 20. Handle a Client Who Doesn’t Send the PPP Form: Some clients will send you their personal professional profile, PPP for short, all filled out right away. And other clients simply have a lack of follow through and you may find that you get it one or two days before your first coaching call and the client still hasn't sent the PPP form back to you. What can you do? Well, you want to send a client a healthy reminder, either through an e-mail or a text message. And you recommend, I recommend taxed by the way, that actually looks like this. Hey Bill, you know, I would really love to have the personal professional profile by this evening. That way, it'll give me an appropriate amount of time to read through it. Get comfortable with what's going on in your world, comfortable with what you're really seeking to achieve so that we can have the most effective meeting possible. You see now it's back on the client. If he doesn't do it, you won't cancel the meeting. But its time in the meeting itself to build out where the client was in the past and where the client wants to go in the future. Specifically, if someone shows up and they didn't do the work, that needs to be addressed at the start of this first coaching call. Well, let's take a look at how you might open this first call. If the client doesn't send you the personal professional profile PPP prior to the call. I'm really sorry that I didn't have a chance to send it to that personal professional profile. I'll work on that next week. But Jennifer, the idea that you didn't complete your personal professional profiles, not something that's going to stop us from having our meeting today. It may not allow us to have an effective meeting as we would have had otherwise. And the more important thing that comes up for me is really kinda wondering what got in the way here. Because I think often there's just as much to learn from what didn't happen as from what did you know what? I've always had a hard time keeping my own commitments, you know, whatever it happens to be grade. Let me ask you a question. We saw it happen here. How is that impacting your business? Where is that showing up for you? You hit it right on the head. I really have low follow through and it happens all over the place in my life. I just MR. Time, vice, or really anything. Did you notice the key question that COACHE asked to determine impact for the client? It was this how is that impacting your business? Where is that showing up? This is a really important question and you can ask it about anything, business, health, relationships and love, life environment, you name it. So it's time for you to practice this all in an activity. 21. Activity Better Understand the Client and Her Goals: It's your turn to better understand the client and her goals in your first coaching call. Step one, find a partner and role-play the coaches language in the activity in your training workbook on page 62 to get the client's viewpoint on the personal professional profile, step to find a partner and role-play the coaches language on 62 and 63 to define short and intermediate goals. Step 3, find a partner role-play the coaches language on page 645 to look for clarity around the client's goals and help the client recognize the power of shortcomings, make a statement of commitment about making a shift in her life. Step 4, write out how you'd like, change the wording if at all of the following text, they'd contact the client who hasn't submitted the personal professional profile yet. And that text is this, Hey Bill, you know, I'd really love to have the personal professional profile by this evening. That way it'll give me an appropriate amount of time to read through it. Get comfortable with what's going on in your world. Get comfortable with what you're really seeking to achieve so that we can have the most effective meeting possible. Tweak that however you'd like in your workbook. And step 5, find a partner and role-play the coaches language on page 65, 66 to handle a client during the first coaching call who's still hasn't submitted the personal professional profile form. 22. Highlight Historical Strengths and Weaknesses: Well, now that we know the client's goals, it's time to identify assets that the client has to help her move forward and obstacles the client has that may be getting in her way. In other words, we want to figure out who the client is, water gifts and talents are, and how she's wired to meet those goals. We want to identify the tools the client has at her disposal that you both can rely upon in the future to move beyond whatever obstacles pop up. You're trying to add to the list of tools that she has that she can use to help her achieve her goals. And when specifically, you want to take a look at what tools the clients have that will help them and what tools the clients have that are getting in their way. And one of the best places to start is to look at the client's current strengths and weaknesses. Now there are two key tools for you to help the client become the best version of herself. First, you have the tools, the client herself has his or her strengths, and you find them by asking her to list four adjectives that describe you at your best. Second, you'd have tools for what's getting in her way. These are her weaknesses and you find them by asking her to list four adjectives that describe you at your worst. In other words, if a client wants to do goal x, then you want to look at her strengths and weaknesses and say, what tools does she have in what's getting in your way? In oftentimes, something is just not happening for the clients because he know the clients have the tools. Many times they're just not using them. So in the next section, we're going to see exactly how to do this with the client's strengths. 23. Leverage Client Strengths to Help Them be their Best: One of the best assets you have from that PPP form the client filled out is access to the client's strengths to meet their goals. Specifically, the client got to list four adjectives that describes a client at their best. And you can use those at your best strengths to help coach the client to be the best version of themselves, and ultimately to meet their goals and objectives. You're looking for strengths that they have that they're not using in a particular area in their life. Now it may help them achieve their goals or a part of their lives with their family or something that's missing in their life. You're basically saying you have this capability, but you haven't thought to use it over here. So watches the coach, helps the client use strengths to do this by continuing with the coaching session with Jennifer. Okay. So one of the things that you said Jennifer was when you're at your best is that you're funny, loyal, committed, and jovial? Yes. Well, a couple of things popped up for me when you talk about who you are when you're at your best. It was loyal and committed. And Jennifer, I'd like to ask you, when you're thinking about being loyal and being committed, how much focused you give that around being loyal and committed to being your best in the world? What do you mean? Well, what I mean is is, you know how to, you know, how to be loyal and committed. How are you doing being loyal and committed to yourself? That's a great question. So talk to me about when your loyalty, your friends, what are some of the things that well, how might that show up? Well, I make a stand for them. I remind them of their gifts and talents and I'm there for them. And that's fantastic. And I'm sure your friends really appreciate that. Let's think in that exact same usage and think of what would it look like for you to be more loyalty yourself and your highest vision of yourself. I'd give myself much more grace. You know, I, I would give myself grace and hold myself accountable to a higher standard than I know I can achieve. I do it in a loving way instead of the harsh way that I tend to do. Did you notice how the coach used the client's strengths to help the client? You see often clients are really thinking about our, aren't really thinking about using their strengths and sometimes they are for other people. But what if the clients were to think about how to use their strengths for themselves? For example, in this case, the client was really thinking about being loyal and committed to other people. But what if she learned how to be loyal and committed to herself? Here's the key. You're looking for strength. They have that they're not using in a particular area. By the way, as you were watching this role-play, did you catch the key question that coach used to pull the strengths toward the client? Write this down with me here it is. What would it look like for you to be more blank? Best adjective to yourself and your highest version of yourself. Recall in the role-play the coach said, that's fantastic, Jennifer, and i'm, I'm sure your friends really appreciate that. Let's think in that exact same one usage and think of what would it look like for you to be more loyal to yourself? And your highest and vision of yourself. Is that cool? You want to figure out what tools the client has at her disposal that you both can rely upon in the future to move beyond whatever obstacles pop up. You're trying to add to the list of tools that she has and she can use to help her achieve her goals. And when you're trying to figure out who the client is, water gifts and talents are, and how she's wired. This leads me to an important concept called descriptive strengths. For a strength to really help the client grow and succeed, it needs to be a descriptive strength. Now, a descriptive strength is something that describes how it helps the client when notice so far with the coaching, call it this client, the coach learn for strengths from the client's personal professional profile. Number one was funny to as loyal, three was committed and for jovial. Now these four strings didn't really give the coach a description of how this client wins. If the client's strengths said, determined, articulate, et cetera, that would be more aligned with helping the client when. But in this case, the client spends two of the strengths talking about how she is funny. The question is this, how do you, the coach, go deeper with the client to use her non-disruptive strengths to help her discover descriptive strengths that will help her win. The answer is to ask the client to describe additional strengths. And it might sound something like this. Jennifer, it's so great that you obviously value and have a great sense of humor. In addition to those adjectives, tell me some of the adjectives that have helped you really succeed. You know, when you think about what enables you to have this level of success you have, What are some of the words you'd use there? Did you notice the key question I used? This is such an important question for you in your repertoire that I want you to write it down. Here it is again. Tell me some of the adjectives that have helped you really succeed. That's how you find out the client's strengths and start to leverage them to help the clients be their best. 24. Identify What’s Getting In the Way for the Client: Another great asset you have from that personal professional profile form that the client filled out earlier is access to the client's current weaknesses or obstacles to meet their goals. Specifically, the client got to list four adjectives that describe them at their worst. And you can use those at your worst challenges to help coach the client to be the best version in cells and ultimately meet their goals and objectives. So watch as the coach helps the client use those challenges to do this by continuing with the coaching session with Jennifer? Well, that's fantastic and I'm sure your friends really appreciate that. Let's think in that exact same usage and think of what would it look like for you, Jennifer, to be more loyal to yourself and your highest vision of yourself. I give myself much more grace. You know, I would give myself grace and hold myself accountable to a higher standard that I know I can achieve. I do it in a loving way instead of the harsh way that I tend to do it. That's interesting that you bring that up, Jennifer, because when I was looking at the adjectives that describe you at your worst, horse, harsh and bitter popped up. And I'm wondering how does being harsh and bidder show up in your relationship with yourself? Wow, I haven't thought about how harsh I am with myself. Sometimes I find that I'm harsh with others, but really that pales in comparison to how harsh I can be on my own. What do you think some of the consequences of that might be? I have a hard time following through on anything. It's at this point that the client will begin to recognize that her worst traits she most likely uses on herself harder than she does on anyone else. That's true of almost everybody by the way, unless they're a narcissist. Her description of how these worst adjectives are showing up in her relationship with herself will help you and the client determine what's getting in her way in her life, role-play. Did you notice the key question to help the client identify what's getting in the way. Well, here it is. Go ahead and write this down with me, is it's a big one in coaching clients. How does your worst adjective show up in your relationship with yourself? 25. Help the Client Recognize the Power of Her Shortcomings: Another great asset you have from that personal professional profile form that the client filled out earlier is access to the client's current weaknesses or obstacles to meet their goals. Specifically, the client got to list four adjectives that describe them at their worst. And you can use those at your worst challenges to help coach the client to be the best version in cells and ultimately meet their goals and objectives. So watch as the coach helps the client use those challenges to do this by continuing with the coaching session with Jennifer? Well, that's fantastic and I'm sure your friends really appreciate that. Let's think in that exact same usage and think of what would it look like for you, Jennifer, to be more loyalty yourself and your highest vision of yourself. I give myself much more grace. You know, I would give myself grace and hold myself accountable to a higher standard that I know I can achieve. I do it in a loving way instead of the harsh way that I tend to do it. That's interesting that you bring that up, Jennifer, because when I was looking at the adjectives that describe you at your worst, horse, harsh and bitter popped up. And I'm wondering how does being harsh and bidder show up in your relationship with yourself? Wow, I haven't thought about how harsh I am with myself. Sometimes I find that I'm harsh with others, but really that pales in comparison to how harsh I can be on my own. What do you think some of the consequences of that might be? I have a hard time following through on anything. It's at this point that the client will begin to recognize that her worst traits she most likely uses on herself harder than she does on anyone else. That's true of almost everybody by the way, unless they're a narcissist. Her description of how these worst adjectives are showing up in her relationship with herself. We'll help you and the client determine what's getting in her way in her life in the role-play, did you notice the key question to help the client identify what's getting in the way. Well, here it is. Go ahead and write this down with me, is it's a big one in coaching clients. How does your worst adjective show up in your relationship with yourself? One of your key roles as a coach is to try to help people recognize that whatever they see as their shortcomings is not who they are. Instead, they've created a behavior pattern of that shortcoming. Let's watch how the coach does this in the interaction with his client, Jennifer. Jennifer, you mentioned you have a hard time following through on anything. Yes. You're not someone who can't follow through Jennifer, you are someone who has created a behavior pattern of not following through. What that means is that at some level in your life, you've looked at the decision to either follow through or not. You've associated more pleasure with not following through, right? With not doing the work. And more pain with doing the work. And that has created this reality. Now we'd begun to build like a default behavior, right? You start to get a little bit of a groove, but it's not who you are at your core. Jennifer, you're not someone who has an inability to follow through. I want to ask you a question. Do you want that to continue to be true of you or would you prefer to make a shift? I prefer to make a shift. Okay. So what I'm going to need from you, Jennifer, is a commitment to begin to envision yourself as someone who follows through. And I want you to stop describing yourself as someone who doesn't. Okay? The truth is that you cannot have an in competence that you don't find a way to work around him. Right? So at the end of the day, I can't allow you to look at it at this and say, I don't follow through. We need to look at this and say, I have found a way to delegate a lot of the tasks that I find repetitive. And well, I mean, that makes a lot of sense. Great. So let's talk about the things that are really most important to you. I really would like you to get that back because I think it'll be effective for you and help to accelerate the impact of our relationship. But we're here today and we're going to make some progress. Sounds good. Now from this role play, there are two very important keys to note. Check out the boxes in your workbook. First, the coach asked a key question to help the client shift. Did you catch it? Here's the key question. Do you want that to continue to be true of you or would you prefer to make a shift? Second, the coach asked the client to write a statement of commitment that the client would make if the client wasn't naturally confident to help the client be more confident. Here's that statement of commitment. Write this down with me as I read it because it's absolutely something you may want to use in your coaching career and in your coaching calls with your clients. Here it is. Okay, so what I'm going to need from you, Jennifer, is a commitment to begin to envision yourself as someone who is confident. And I want you to stop describing yourself as someone who isn't. The statement of commitment is something you as a coach are going to use a lot. You can use it for whatever that client might say about herself. The client may not be excellent bad. But the truth is that you cannot have an incompetence that you don't find a way to work around C at the end of the day. I can't allow you, Jennifer, to look at this and say, I don't follow through. We need to look at this and say, I found a way to delegate a lot of the tasks that I find repetitive. See the difference. 26. Leverage the Client’s Categories for Improvement: Well, in the first section of this chapter, you learned how to get clarity around the client's goals and objectives. In the second section of this chapter, you learned how to leverage the client's strengths, in the client's weaknesses. Or once you've gotten really clear on the goals and the strengths of the client. In this personal professional Call. It's time to start to look at other things that really stand out for you as outliers for this client that you think will help this client succeed. And one of the first areas to start to identify key outliers that will impact the client success. In the categories for the improvement section of the personal professional profile. For example, the client that we've been working with had two interesting categories of improvement. For Jennifer's career business life. She wanted to consistently be a top producer in her business. She wanted to be a top 50 producer. For her financial situation, she wanted to add $20 thousand in her savings, have her business credit card paid off, and have one year's worth of salary for part-time staff in her business savings. So let's revisit the coaching session with the coach and the client and see how the coach can start to take a look at these categories for improvement with the client. People engage with us for a lot of different reasons in the way we originally met was around the career. And so I want to just talk about here is you've given a little bit of insights into both career and financial as it relates to the movies you'd like to make? Yes. I specifically said to consistently be a top producer in your category, maybe even a top 50 producer, you wanted to add 20000 and savings. Have the business credit card paid off, have one year's worth of salary for part-time staff and the business savings? Yes. So tell me more about that. 27. Connect the Client’s History to Strengths and Weaknesses: The history section of the personal professional profile will give you a lot of insight into what's worked for the client in the past to help the clients succeed in the future. The key here is to read through these key outliers of things that have worked or not worked in the past. And then connect them to the four adjectives that describe her at her best, her strengths, and the four adjectives that describe her at her worst, her weaknesses. Now there are four key outliers that we ask in identifying the client history of the PPP to help the client succeed. Write these down with me on page 73. First, what is your greatest life accomplishment? Second, what's the hardest thing you've had to do? Third, who are really important people to you forth? How has coaching work for you in the past? For example, the client we'd been working with had the following history. When asked what has been your greatest life accomplishments to date, she said getting a scholarship to play college basketball, graduating with my MBA. When asked What is or was the hardest thing in your life that you've had to overcome? How did you do that? How did it help you grow? She said, I lost a best friend from cancer. I shut down and being deepened vulnerable with people as hard for me. When asked who had been the most important mentors enroll models in your life, she said, My parents had been my biggest supporter network and mentors. So for business, I met with a mentor, one-quarter, a successful business owner. She said that I admire that was helped with running a business. When asked, Have you ever had a coach or similar one-on-one and lt relationship? I EA sports coach, a music teacher, a counselor, if yes, what worked well and what didn't work well in the relationship. She said, Yeah, a business support business sports coach who worked to call me out of my issues, helped me prioritize and talk through challenges and encouragement and reminding me I'm capable of reaching my goals. She went on to say, negativity doesn't work for me to focus on the negative. I'm pretty hard on myself already. I don't need somebody else reminding me constantly what I'm not good at. So as a coach, when I'm reading through this history and when you're doing this, you can start to see what's worked for this client in the past. For example, what works for this client in the past is when somebody called her out on her issues, helped her prioritize and talk through her challenges, and was encouraging and reminded her she's capable of reaching her goals. What doesn't work is only focusing on the negative for her. She's pretty hard on herself already. So recall earlier in this session, we saw how the coach talked with this client about what her goals mean. They talked about the client's strengths, clients weaknesses a little bit. Well now it's time to take a look at how the coach connects the things that have worked for the client in the past history with the strengths and weaknesses that this client currently has. So let's watch as the coach connects some of these key elements the client has shared in her history with the two worst adjectives of being harsh and bidder. Jennifer, as I was reading through your personal professional profile, we're talking about being a better female leader in the office. One of the things that I noticed as I was going through this as an area that we talked about when you're not at your best, that you tend to be harsh and bidder. And then I also noticed that when you were making references to your experience with coaches, that anyone else pointing out the negative for you does not work? Because one of the things you stated was that you were already hard enough on yourself. And so while we look at the goals and objectives up here, I want to ask you a question, Jennifer, and this is really where the real work is, right? Is shifting the way you treat yourself. A real goal and objective. And actually one of the core things that needs to move in order to make progress in all those other areas. Did you notice the shifting question that the coach used to help the client get out of her own way. Pretty much every client, He's going to need this shifting question to help them get out of their own way. Here it is, is shifting the way you treat yourself, a real goal and objective. And actually one of the core things that needs to move in order to make progress and all these other areas. You see right now, this coach could try to give this client better tactical stuff, to be a better leader, to increase your productivity, to pay off the credit cards or any of those things. But unless you, the coach, get to the core of where the client is responding to herself differently and she's allowing yourself to have a more positive relationship with herself. She's most likely going to continue to self-sabotage, or at least bring her energy down to the point. Where she could be a leader. This client could be very collaborative and partnering. But right now, she's not allowing yourself to feel worthy. She's being too tough on yourself. And at the end of the day, we're not really coaching for the production stuff in businesses. If we're a business coaches were coaching for the expansion of the human being. They're hiring you for this tangible stuff. I get it because it's easier for them to name. It's rare that you'll get somebody to say, Hey, I want you to coach me on my own self care, I want to treat myself more respect. Your job as a coach in this section is to get that out of them and help them understand that if we can shift the energy and the way they're engaging with themselves, then everything else is going to improve. It's the core versus the effect. And the effect is a lot of the challenges happening. The core issues, however, how she's responding to herself, her willingness to be kind to herself, her willingness to hold that high vision for herself. So let's take a look at how the coach does this. In this next discussion. What's fantastic about this? I totally appreciate your insight into what works for you from a coaching relationship and what really doesn't. Right? And the other thing I really want you to grasp here, Jennifer, is that I'm so excited to be working with you. And I know that our relationship together can have great impact. But I also know that you and I are going to be engaged in a dialogue one hour every other week. And you're going to be engaged in a dialogue with yourself for a 168 hours a week. And so what I want to talk to you about is how are you communicating to yourself if you were to look at yourself as yourself coach. Hi. Did you notice the self coach talk when you look at the client's answer to the question on the PPP of list for adjectives that describe you at your worst. You know that those things are things that the clients are giving this to themselves more than anybody else. There'd been worst of themselves. Let's take a look at how this client answered the next four key questions on the PPP. So when the client was asked the four adjectives that describe you at your word, she said number 1, harsh. Number two, bidder, number 3, withdrawn and absent. And number 4, apathetic. When the client was asked the four adjectives that describe you at your best, you recall she said funny, loyal, committed, then jovial. And while those things are true about her, how likely do you think that any of those worst things describe someone incredibly successful? The answer is very low. It's a symptom of people that are underperforming their potential. The notice that each of the things listed as your worst are things that are causing her performance to suffer. Even her for adjectives to describe better, best, none of them are bought her performance. So she's not proud of her performance. Somebody who's not under-performing would put their adjectives at something like this to those same questions. Notice the way the client who is not under-performing would describe herself at her worst by saying overly competitive or confrontational. Notice the way the client who is not under-performing would describe herself and her best, st effective and productive. You see, all of these things will impact how you, the coach, move the client forward. So let's put this into practice with an activity of your own in the next section. So you can try this for yourself. 28. Activity Highlight Historical Strengths and Weaknesses: It's your turn to highlight historical strengths and weaknesses of the client. Step 1, find a partner if possible, in role-play the coaches language on page 77 in your workbook and how to leverage the client's strengths to help them be at their best. Step 2, find a partner and role-play the coaches language on page 78 and 79 to identify what's getting in the way for the client, as well as connect the client's categories for improvement in history to strengths and weaknesses, and to recognize the power of our shortcomings. Step 3, find a partner in role-play, the coaches language on page 79 to 80 to leverage the client's categories for improvement and connect history to strengths and weaknesses. 29. Assign the Client Comfortable Stretch Tasks: It's time to help the client choose a thing or two that the client can do in each of the next each of these areas over the course of the next couple of weeks, that will be moving the client in the right direction. These things should be a bit of a stretch, but also things that client would be comfortable and confident to take on. This first coaching call gives you greater insight into the whole life of this client. And at the end of this call, you're going to have a clear picture of what it means for the client to be the three main goals that the client is shared. At the end of this call, it's time to talk with the client about her short-term goals and understanding who she is, where she is right now. And we can then be really specific on a couple of things that she can do in her life over the next few weeks to start to make strides on those short-term goals. Now in order to do this, you're going to need to have analyzed ahead of time that personal professional profile form that the client filled out, as well as the notes from the introductory call. This is going to help you decide what resource you intend to assign to the client. The resource you select can be based on all of the factors we've discussed, elicited, and role played in the chapter thus far. Here are 10 key areas to analyze as a coach to help your clients identify resource ideas, write these down or follow along as I share them. Number 1, opportunities, challenges, and problems shared by the client in the first introductory call from session 1. Number 2, short-term goals of the client from the PPP. Number 3, long-term goals from the PPP. Number for history from the PPP. Number five categories of improvement from the PPP. Number 6, the client's life section from the PPP. Number seven, more about the clients and your self section from the PPP. Number 8, coaching USE section from the PPP, Number 9, who the client is, where she wants to go, and number 10, assets to move forward and obstacles getting in the way. This is from the coaching call that we modeled in this chapter. So after analyzing these 10 things from the introductory call, the personal professional profile, and the first coaching call itself, you're going to have a much better idea of who this client is and what each of her goals and objectives really are. Even before this call, you can start to get a good picture for what resources you want to assign, to read, to listen to watch. So you can help the client grow. That's because you'll know the 10 key areas we just talked about, which will give you a better sense for which resources to select. Now there are a number of resources that will help you do that. The sixth session or chapter of this program contains an entire section on the top resources books, audio for your clients to read, listen, watch, and Master. They're designed for any person in any industry to help them be a better version of themselves. I highly encourage you to check those out. 30. Help the Client Select a Stretch task to Grow a Human Experience Goal : By the end of this call, we're going to have a better picture of what each of the client's goals mean for the client. For example, recall that the client we've been working with in this chapter shared the following three month goals. Number one, be a better female leader in my office. Number to increase production to get more stability in my business. And number 3, increase my savings and pay off business credit card. By the end of this call, we now have a better picture of what it means for her to be a better female leader in her office. We understand more about what she specifically means to get more production in her business, and we understand what it means economically for her. Now, it's time to help her choose a resource that is both comfortable and will stretch her to achieve her goals. Here's what that sounds like. To start to help the client choose a task to do related these short-term goals. Well, let's talk about the short-term goals, Jennifer, and understanding who you are and where you are right now. Let's be really specific on a couple of things that you can do. A thing or two that you could do in each of these areas over the next couple of weeks. That will be moving you in the right direction. That will be a bit of a stretch, but that you can feel comfortable and confident that you're willing to take on. Okay. So as it relates to be in a better female leader in the office and you said that you felt like it was really going to reference how you engage with your client builders or your group. What's a specific commitment that you would be willing to make around their mean, how would we measure that? I may need your help with that. I totally get exactly where you're coming from because if it was really crystal-clear, you'd be doing it already, right? Yeah. So what if what if you did know, what would it be? It doesn't have to be a perfect answer. But what would it be? I don't give good feedback when I'm in the Client Builder group because I'm somewhat concerned that if I point out anything that seems incongruent with their sharing, that they're going to come back at me and I'm actually trying to protect myself. Hmm, that's interesting. You mentioned protecting yourself. Tell me a little bit more about what that means to you. Well, as you saw, you know, I have a hard time with going deep and being vulnerable with people. And I'm just concerned that in that setting that there are people that I'm around it. I'm trying to keep it on the surface. Will thank you for so much for sharing that, Jennifer, I really appreciate you being willing to be vulnerable with me, especially when you're sharing with me about something that's difficult. What I want to acknowledge for you is the willingness to do that. And also, you know what? There's some wisdom about being a little cautious about how vulnerable you are with who? Jennifer, How do you feel about learning? Do you like to read? You like to listen what works best for you? I like to read. Well, there's an assignment I'd like to give you and it's up to you if you'd like to take it on, but I think it would be great for you in the area of your vulnerability and your willingness to go deep. Is that something you're willing to explore? Guess, well, there's a woman named Bernie Brown who was a seminar that's on audio. It's called The Power of vulnerability. And it's fantastic, awesome, Great. So one of the things that's getting in your way of being a great, a better leader is your vulnerability. And we're going to address that. Okay. In order the next couple of weeks, it's about six hours long. So can you carve off an hour three times a week for the next couple of weeks so that when we engage again, we can have a conversation around the Power of Vulnerability. Yes. Well, that's going to be fantastic. Did you notice that at the beginning of that section of the call, the key question that COACHE asked to elicit the task to do. Here it is again, in case you missed it. The coach said, what's a specific commitment that you would be willing to make around there? How would we measure that? You see as coaches, we don't take clients work on it's important to get the client to take on their own work. Did you notice how the coach turn this around in the call? I'm going to show you the keys to how the coach did that in just a moment. And as you see those keys, I suggest you go back and watch the interaction with the coach and client again. And after the turnaround. See if you can see these key steps in the interaction that the coach took to get the turnaround. Here are the keys to the turnaround that the coach used. First, the coach showed the client empathy. Did you notice that? The coach said, I totally get exactly where you're coming from because if it was really crystal clear, you know, you'd be doing it already. Number 2, second, the coach asked the client again by saying, yeah, And so what if you did know, what would it be? It doesn't have to be a perfect answer, but what would it be? Third, the coach asked the client to tell him more. He said, hmm, that's interesting. You mentioned protected yourself. Tell me a little bit more about what that means to you. Forth, the coach appreciated the client's vulnerability. Fifth, the coach acknowledged the benefit of the client's current actions. Sixth, the coach asked how the client learns. Seventh, the coat shared the resource with the client. And eighth, the coach assigned a resource. Did you catch all those? If not, go back and watch it. But do you remember the coach doing all that in the interaction? If not, again, I suggest you go back and watch the interaction with the coach and the client again. And after the turnaround. See if you can see these key steps in the interaction that the coach took to get the turnaround. Now, one other quick note for you here. You may have noticed that in order to give out resources to clients, the coach needs to know what those resources are, which we will cover in session six of this program. But also the coach needs to be a huge reader, listener and learner. See it's very often that you can use a tool that someone someone else has created that perfectly fits whenever the client happens to be. If you're a huge reader and your read one or three books a month, this will be a piece of cake for you. 31. Help the Client Select a Stretch Task to Grow a Business Planning Goal: Let's take a look at the client's second goal to see how the coach helps her select a second stretch tasks to work on. Recall that the client we have been working with in this chapter shared the following three month goals. First, be a better female leader in my office. Second, increased production to get more stability in my business. And third, increase my savings and pay off my business credit card. In this case, it's time to focus on the business production goal. Let's see what this looks like with the coach and the client. After the coaches had a chance to review the activity, business activity of the client. You mentioned Jennifer, another one of your goals was to increase production in your business and get more stability in your business? Yes. Well, what I'd like you to do is to clarify for me, when you say increased production to get more stability in my business. Tell me about your practice. Tell me about your activity. Now just a quick note on what you just saw. Most businesses keep track of their activity that they keep. Perhaps it's a number of telephone calls. They made appointments, they said closes, they had a referrals they got. If you have a client who's in the business world, you might have the client send you the activity so that you can take a look at it. And when you look at it, you may really see, for example, that even though the client really tells you she liked to increase reproduction, She's only keeping 10 meetings a month, for example, and she needs to be keeping 15. So you'll look at that and you find out what's going on and why is that true? See, the client may only be getting 30 referrals on a monthly basis and she's not doing enough phone calls. Or even outside of this type of world, the key is that you're analyzing the data to see the real reason why the client isn't able to hit the goals. 32. Help the Client Select a Stretch Task to Grow a Coaching Relationship Goal: Oftentimes the client will say one goal, but as you're really dive deeper, it really is the result of something completely different to decline needs to work on. So take a look at the interaction with the coach and the client who said lack of production was an issue, but really it was an organizational problem. Jennifer, when I look at this, I see that the number of referrals you're getting is not what it needs to be, right. Your your tenure in the business, you probably need to be getting somewhere in the ballpark of approximately 80 referrals on a monthly basis and you're doing a little less than 50 percent of that. I know. And there is other reasons why. Okay. And everything really starts with the referral, right? Because you can't do business if you're not in front of someone. All right. So let's talk about your referral process and how we can enhance that. Okay? So what I'd like you to do is I've got a video for you that I'd like you to watch and to listen to how these different gurus in your industry are approaching the referrals and how they're doing it. And by next week, I'd like you to have your referral language prepared for me so that you can use that referral language confidently and with conviction in a way that's going to have your clients being more open to providing referrals. Is that another fair assignment? Jennifer, one of the things that came up today in our call is that you are sharing that your lack of organization, which looked like, yes, I want to be more productive, but underneath it, the thing that's getting in the way, there's a lack of organization. Did I understand that correctly? Yeah, that's definitely one of those things. And you've not solved this in the past. Is there something that has worked for you that you just haven't been consistent with or is it something that you really never have had strength with? Now, as you were watching that interaction, did you notice the key question the coach asked to find out why the client hasn't solved this problem in the past. He said that the client you have not solved this in the past. Is there something that has worked for you that you just haven't been consistent with or is it something that you really never have had strength with? I've never had the strength. Would it be okay if I were to share some ideas that you might look at? Yeah. Okay. Well, I really think the structure that's put out by David Allen in his book, Getting Things Done is a really good organizational structure. Let's really focus on just this one. This one book, This structure for the next two week period of time. Does that sound okay? See you when you help a client select a stretch task, you don't want to overload the client with too much work by giving the client more than one big resource to read, watch, listen to over the next week or two. If you give them too much to do, they're not going to get it done. And then they're going to feel defeated. For example, with this client, you wouldn't want to assign her both Getting Things Done by David Allen and the power of vulnerability by Bernie Brown. Notice if you go back and watch it again, the coach helped her select just one resource to start with. 33. Read Your Notes After the Call: We've learned that you always want to take notes during your coaching call, including this one. These notes are relatively organized, but they're not something you want to send to a client. You don't have to take all these notes, organized them or rewrite them instead. You just take them and read them after the call. So when should you read the notes from your coaching calls? While I recommend two times? First, it's a good idea to read them the night of the current coaching call or right before the current coaching call to make sure you follow through on any commitments you've promised. And another one of my favorite times is to read them the morning of the next coaching call. So in other words, right after the coaching call and then right before the next one. So you're connecting back to what your last conversation was. Now the first time you read your notes, the night of the coaching call, for example, after the call, that's designed to make sure that whatever you promised and committed to gets put into an action somewhere. In other words, Let's say you have another meeting immediately after your coaching call with Bill. You're going to walk off that phone call and you're not going to have done anything with your commitment around the books you promised you'd research for Bill Sr. notes, but you have a call coming up right after your call with Bill. What do you do? Well, if you don't review your notes at the end of the day, then that commitments gone. So on the night of the call, you just read through your notes looking for anything you promised to do for that client that you'd follow through on it. And in the morning of the day of the next coaching call with that client, you spend about five minutes getting feedback to connect yourself with what the last conversation was that you had with your client in the last coaching call. If you look at your calendar and there's gaps, you can read the notes right before the next call, but sometimes there's no gaps because you may be booked solid with appointments. If that's the case, you have to read the notes early in the morning or on the previous day. But regardless of when you read the notes, there are three key things to check in on for your next coaching call with the client. And here they are. First checking on any commitments that the client made around any stretch task. Second, check in on what helped the client succeed with that commitment. Third, check in on what God in the way of that commitment. Your goal when revising the notes for the next coaching call is this. It usually takes me around five minutes to find out what the key things are that you want to check in with the client, checking in on any commitments the client made from that call and ask the client what helped her succeed with that commitment. So I recommend you do the same and to help you get there, let's do another activity. This is going to really help you put all this into play. In the next section. 34. Activity Assign the Client Comfortable Stretch Tasks: It's your turn to assign the client comparable stretch tasks at the end of the first coaching session. Step 1, find a partner if possible, and role-play the coaches language on page 89 and 90 to help the client select a stretch task to grow a human experience goal, step to role-play the coaching language on page 90 to 91 to help the clients like to stretch task for a business goal. And step 3, find a partner role-play on 91 to 92 to help the client select a stretch task to grow a relationship goal. Step four, decide on the time that you're going to read your notes after the call for each of your clients, choose from the following three options. Option one, the night of the current coaching call to make sure you follow through on any commitments you've promised. Option 2, the morning of the next coaching call to get feedback. So you're connected back to what your last conversation was. An option 3. Any other option of your choice? 35. Clear the Path to Coach the Client Into the Future: I'm going to show you how you can clear the path to coach the client into the future by connecting the client's goals to their future. Clearing the path that coach the client into the future really means that we're helping clients begin to get ideas on how they're going to live their life while they're achieving their goals. You want them to have a vision of balance and integration is they're working on their goals so that this doesn't become a sprint. That's unsustainable. You're taking the client back to the things the client said in the previous session and in the personal professional profile that were most important, looking at the commitments that the client made around those things. And then really looking at all of this in the context of the client's entire life, you want it in context. Here's what that might sound like at some point during this second coaching session. Coach, what I'd like to do now is really look at this in the context of your whole life. And look at all the roles that you're playing in the areas that you'd like to include there as well, so that we can hold a vision of how to do, how do we continue to move toward these big objectives, but also honoring all the roles that you play. So far in this course, we've had just that one complimentary exploratory call with our clients and we've had our first actual coaching session with the client. The purpose of that first coaching session was to discover deeper client insights using the personal professional profile. In that first coaching session, in particular, we did three things. Number 1, we better understood the client and the client's objectives. Goals. Number two, we addressed the client's assets and obstacles there, their strengths and weaknesses where their best and worst in their life. And number three, we agreed on a comfortable client stretch task for the client. Well, in this next coaching session, We're going back and reconnecting to their big vision. But this is not going to be as beneficial if it's just about how the client solves. Their three objectives are issues in a direct, linear, non focused way for their own development. This session is all about expanding their context of what we're working on and who they are in their totality, how they totally show up. If we don't do it this way, if we only focus on those three objectives, we run the risk of only focusing on one area of the client's life business at the exclusion of all the other areas in this brings up a very important point. See a lot of times our clients come into us as a career coaching client and say, this is the path we want to go on. But we have to help them look at it in the context of what else they really want to create. I don't misunderstand. Business activity, for example, is great. As long as you focus on it only in as much time as the client really wants to invest in their business. But if what you're really doing is a coach is just adding more work to the client. I hope the client achieve that activity objective, but you ruin something else in their life, then you didn't win. For example, suppose a client has one objective and that is to sell more dollars. And another objective to deepen the relationship with his wife. Well, here's something you might say in this coaching session to help the client keep the whole client life in perspective. Coach. I see in here that one of the things you really want to do is deepen your relationship with your wife. How do we make sure that as you're working towards your sales goals and really focus there, that you have the quality of focus here with your relationship with your wife as well. This reminds me of how important that PPP is due. Remember that PPP, if not, I want to remind you about the personal professional profile and Appendix D as in dog. If you haven't seen this yet, stopped the video and go there now in your workbook, the personal professional profile, PPP for short, has a lot of information that you get from the client and including short-term 3-month goals, intermediate 3-month goals, history, categories of improvement, your life, your self-coaching, you. Most likely, there's a lot of correlation between what you got is the three big things in the introductory call and the three goals they wrote down in their PPP. And often, the short-term goals are simply subsets of their longer-term goals. For example, the client may have a goal to be a more successful sales rep. And the short-term goal is to get the activity to the place where sales reps activity should be. What we're doing in this session is looking at all of those bigger objectives and determining if there's any incongruence. In other words, if any of the objectives are pulling in different directions, if one objective gets in the way of another, or if the objectives are mutually exclusive of one another are mutually determined, then you want to point that out. So before we go any further, you need to know that there are two kinds of coaching objectives. The first is called ways of being. These are ongoing things that you want to change. The second kind of coaching objectives are called goals, and these are things you want to hit with an end date. Do you see the difference? Assuming the goals are good for the client and you can focus on each of them over the course of the next 90 days. Now you want to look at who the client wants to be in the way they show up, in how they wanna get there. Many of the other categories in the PPP including health, leisure, relationships, family, character traits. They earn as much goals as they are ways of being. So to make this clear, let's take a look at the table in your workbook. I want you to mark whether you think it's a goal of the client or simply a way of being character traits. The client shares. I want to restructure my referrals process. That's a goal the client shares. I want to deepen my relationship with my spouse. That's a way of being the client shares. I want to be healthier. That's a way of being client shares. I want to get better at my closing. Well, that's a goal. The client shares. I want to be present with my family. That's a way of being the client's ears. I want to lose weight. That's a goal client shares. I want to be learning again. That's a way of being the client shares. I want to generate high activity for my business. That's a goal the client shares. I want to learn how to control my life rather than react to it. That's a way of being the client shares. I want to increase my productivity. That's a goal. The client shares. I want to have more leisure time. That's a way of being the client shares. I want to deepen my relationship with my kids. That's a way of being client shares. I want to hire more staff. Well, that's a goal. Client shares. I want to take care of better care of myself. That's a way of being claimed shares. I want to think about a partnership. That's a goal. The client shares. I want to develop my relationship with my parents. Well, that's a way of being the client shares. I want to spend more time with my children. That's a goal. Let's say analyze both the goals and the ways of being that we just talked about. We'll start with looking at the goals. Now notice in the table we just looked at that some of the goals are not specific enough. Did you notice that, for example, the goal called generate high activity for my business? It's a goal, but it's not a specific one. And recall earlier in the course I mentioned that your job as the coach is to help the client make their goals more specific and measurable. By saying something like this, my goal is to really generate high activity for my business. Well, hey Joy, I think that's fantastic in one of the things we know in this business is that one of the key determinants is a level of activity. In order to feel like we've succeeded. Let's put some parameters around that. So in your mind, what is a high level of activity that you're seeking to achieve during that period of time. Oh, you're right. I wanted to be getting consistently a 100 points a month or a 120 points and month, or I want to be doing 20 fact finders a month, et cetera. Okay. In order to feel great if we go back and review this at the end of the quarter. If you've consistently done a 100 points over these 90 days, then as it relates to this, you'd feel that that was a success. Is that correct? Yes. By the way, just in case you're wondering, points in this case are just the way the client and the measurable sales goals occur for that client's business. This will be likely different for your clients, but more importantly, here's what some real goals look like after you have helped the client make them measurable and specific. I'm going to read these to you and as I do, I want you to notice how they're actually completable. I want to lose 25 pounds. I want to increase my productivity of 25 thousand a month of sales. I want to hire new staff person in the next 90 days. I want to restructure my referrals process. I want to get better at my closing. I wanted to think about a partnership. I want to spend 10 hours per week with my children. I want to shift my practice to get home at four PM each day. Notice each of the goals we just saw are now actually complete a ball. There are also things that the client can't just move into and do on their own. They don't feel they have the steps to get there. Your job as a coach is to help them get there with their goals. And you do that by helping them put a time on the goal and an outcome. Time outcome, you address the goals and figure out their targets. So as a coach, you want to know what their targets are. Let's take a look at what this looks like with our coach and his client. I want to shift my practice to get home at four o'clock each day. Okay. Great. So just do that today. I can't. Okay. So what are the things that you're really going to have to do? Well, I guess there's measurable things like increasing my productivity because there's things that need to be done there. Here's your takeaway. As a coach. Your job is to get targets for measurable goals. Measurable goals underline this in your workbook with me. One of your key tasks in the first coaching session, which we covered in Session 2 of this training that we're doing right now, our last chapter is to get a target for each of the measurable goals in the first call and recall, the formula to get their smart goals is they must be specific, measurable, achievable, relevant, and time-bound. For example, remember a client from the last session, she had three smart goals that were all specific, measurable, achievable, relevant, and time-bound. Here they are. Number one, be a better female leader in my office, number to increase production to get more stability in my business. And number 3, increase my savings in pay off business credit card. If you're coaching this person, we want you to know, you're going to know she's a better female leader. How, how are you going to know? You want to know how you're going to know if she has increased her production to get more stability in your business. That's something that's measurable. So let's revisit the coach with this client from our last session and see how you may have gone about asking her to figure out how to measure her goals and make them smart. This is the key. That's fantastic in order to know that we're succeeding and to have an insight into what would really be meaningful for you. Tell me how we want to measure that increase in production in order to feel like at the end of the 90 days, you'd say, Yes, I've made strides that I'd like to make. These are indicators are going to make me feel great. I'd like to increase my savings and pay off my business credit card. Okay, So 90 days from now in order to feel good financially, you need to have that credit card paid off and to begin increasing your savings? Yes. And tell me how we want to measure the goal of becoming a better female leader in your office. And then these client builders and I'm really not speaking up at all. I feel like I'm being subservient. Okay. So what would be a goal? I'd like to speak up much more. But how much is more? What would that look like? I don't know. Can you hold yourself accountable to while you're being inside this group? Make sure you're looking for opportunities to add value. And then at the end of that, you might be able to measure yourself. Okay. You know what Jennifer, at the end of these meetings that you're making reference to, what would be a way of measuring that? Well, I could measure how many times I spoke. Okay. What that might do is force you to speak when you don't really have something of value to say, right? What, what, what might be another way? Recall there are goals and then there are ways of being. So in addition to knowing what the targets of your clients Are, you also want to look at their ways of being. And you do this by knowing what their strengths and weaknesses are and who they want to be as they achieve their goals. Now, by who they want to be, that means how they want to integrate their life. What kind of balanced to they want to have? Are they growing? Are they looking at this as a short-term sprint? So here's a list of some concrete common examples of ways of beam of clients. I want to deepen my relationship with my spouse. I want to be learning again. I want to have more leisure time. I want to deepen my relationship with my kids. I want to be healthier. I want to develop my relationship with my parents. You see one of the nice things about having each of these ways of being, such as family, leisure, etc. Is that you want your clients to recognize that we're talking about how they create the life they desire professionally and in their personal lives. Because this is a long-term deal. As a coach, you need to teach this to your clients. So here's what it might sound like to do that with your client. And if we're working together, we can work on how do you get your activity up. But if it brings you into imbalance with these other things, then it's like stretching a rubber band and eventually that's going to snap back way out of shape. As far as my fitness is concerned, I need to do a better job at that. Okay, so let's imagine that we're going to hit these goals over here, like increase my productivity, that 25 thousand dollars a month of sales and shift my business to get home at four PM each day. What has to be true about the way you're approaching your health and fitness. Now just an FYI for your information as we go through this session and as you start to see how to help your clients to turn goals, ways of being, and the like. At any moment, the client may pivot and take you down a different, more pressing road where she really needs to address a different need or concern. That could have happened in the first call and it could happen in any subsequent call. For example, the client may have had a rough week and maybe freaking out because she just had for clients cancel honor, or because she just found out her husband had an affair. Whatever. We're going to address, how to handle that throughout subsequent modules in this program. But as a coach, you have to understand that no matter what we lay out in this coaching session, you always have to meet the clients where they are at. For now, we're going to imagine that the client doesn't have a pivot. And you're able to cover the key pieces to clear the path to coach the client into the future. Which by the way is most often the case because we're covering goals they told us are most important to them. So in this session, you're going to learn three key things to help you clear the path to coach the client well into the future. First, you'll learn how to reconnect the client to their goal and capabilities. Second, you're going to discover how to focus on goals while enhancing life integration. And third, you'll learn how to agree upon client comfortable stretch tasks for the client. Now in the next section we'll start with how to reconnect the clients to their goals and their capabilities, will see you there. 36. Reconnect the Client to Her Goals: Recall in the morning of the day of each coaching call with the client, you spend about five minutes getting feedback to connect yourself with what the last conversation was that you had with your client and the last coaching call. Your goal when revising the notes for the next coaching call is to find out what the key things are that you want to check in with the client on. So the very first thing we need to do in the second coaching session is to reconnect the client to her goals and our capabilities in touch base with her where the client was since the last coaching session. You're closing the loop. You're taking a look at the things that are most important to the client. You learned in the last session, in the first coaching call as well as in the personal professional profile. And then you're going to look at it in a way that says, okay, let's make sure that the things that are most important to you as far as the way you're engaging our true. In order to do this, the first step even before the call, is to review the client smart goals to ensure you know how to reconnect to her goals and capabilities. So in advance of this second coaching session, you're going to want to review the PPP of the client to really key and no, whatever the client smart goals are. And in order to do this effectively, it'll have been important for you to have put a measure around those goals in the prior coaching session. Number one, you need to put a measure around the client's smart goals. Highlight this in your workbook with me to find out what the client's measurable, smart goals word. You need to go back to your notes from the last call and find out what the client said. Where are the ways you and the client could measure those goals over 90 days to see if they were successful. So how do you do this? How do you put a measure around the client's smart goals? Well, to help you understand how let's take a look at what we came up with for the client named Jennifer from our last session, for each of her three main goals. Her first was to become a better female leader in the office. And she wants to first produce because quote, nobody's going to follow anybody that isn't producing. Her measurement for sales is to get to level 1. She also said she wants to grow her vulnerability and SET balance and be more intentional in her life. And her stretch goal was to be intentional about randomly reaching out to one to two people per day and seeing how their day is. And to read The Power of Vulnerability by Bernie Brown. Now is this goal smart? It's not bad. It's more specific to measure what's achievable, it's irrelevant. But it could use some work on the time boundary. Then a few other things. Let's look at the client's second goal. Her second goal was to increase production to get more stability in her business. She said quote, I'm not producing enough to be a leader. You have to do a 100 and sales a year to get there. And I don't feel comfortable coaching people. If I haven't done a 100 sales a year, I'm scared to dream what would happen and I don't feel worthy, unquote. She also mentioned she needs to be more compassionate to herself. And finally, her third goal was to increase her savings and pay off her business credit card. Now all three of these goals, the coach is going to go through a head of the next call to prepare for that coaching call. Everything we saw on the screen is fair game. So in just a moment, we're actually going to look at how the coach reconnects the client to her goals. But before we do that, I want to address one of the most common questions coaches asked me at this stage in the coaching process. What if the smart goals aren't discrete enough yet? Well, as you saw on the three goals we looked at on the screen, just now, lots there. That's measurable. There's also a lot there and it's qualitative. So as you may also have noticed, the coach in this case did not get as discreet of smart goals as the coach may have liked. Me. Give you an example. The coach didn't find out exactly where the client is in terms of production. The question we often get is this. Can you still move forward with the next coaching session? And the answer is absolutely, you can continue to move forward with those smart goals and get even more measurable descriptions for how you and the client will go about setting these goals and determining if they've been achieved. But once you have the goals in mind and you have sufficiently reviewed the client's PPP and the notes from the last call. Well, it's time to start this next coaching session. And to do that, It's always best to start with reconnecting the client to her goals and see where she's ad. Here's what it might sound like with our client named Jennifer. Jennifer, how are you? Good. How are you? It's great. I've been thinking a lot about you over the last couple of weeks. I hope you've been feeling great since you've engaged. Tell me a little bit about how you're feeling. I'm feeling. Well, what I'd love to do is kinda bring us back to the focus that we had in our original call. Talk about the things that were most important to you and then really touch base on a couple of commitments that you made yourself to see how those have gone. Okay. So one of the things that you said was really important to you was to become more of a leader as a female leader in your office and that you understood that in order to have that happen, that it was going to be really important for you to also increase your productivity? Yes. And one of the goals that you said you had for yourself in this second, third year was to be able to really hit level one and do a 100 sales, right? Right. And in doing that, it would help to increase your productivity, increase your income, and then allow you to do those other things like paying off your credit card, you can save a little more. Exactly. So if we look at that and kinda take that as one big objective, right? Increase productivity to point of level one, right? A 100 sales, which would give you more credibility inside the office and allow you to become more of a leader is a female in the office and simultaneously have that side benefit of generating additional revenue and things. That's really a big focus, correct? Yeah. It's it is. Like I said in the last call, I can't coach people and be a leader to people where I've never been, right? So like if I'm not producing enough to be a leader and I'm not doing a 100 sales myself then I don't feel like I'm worthy to really coach people to do that for themselves. Okay? And so again, one of the words that popped up for us today was worthiness. And we talked a little bit about worthiness and feelings of vulnerability. So that's going to be near a to address. But I'd also like to kind of unpack it a bit because it's popped up a couple of times in order for you to feel worthy. Jennifer, what really has to happen for you for feeling worthiness? Yeah, for me, it's being able to I feel like you're right. The goals of being a better female leader and increasing my production go together. And so for me, my measurement for sales is to get to level one. Yep. You know, not a lot of people hit level one in their third year and the majority of the people on around, that would be a good, impactful thing to do and, you know, taking an interest in other people. So I really want to hit that. 37. See Where the Client is At with the Stretch Tasks: As we're starting to solidify the goals of the measurement of those goals for the client thus far in the coaching process. You also want to check in on that stretch cast you assigned at the end of the last coaching session, you're checking in on any commitments the client may do from that last call, then you can ask the client what helped her succeed with that commitment. Now to do that, you want to see how they're doing on their first stretch task and on the goal that was stretched task was intended to work towards essentially, you're going to find out what the client learned in that stretch goal task and how it came out. They'll sometimes you'll need to just ask the client how the stretch task went. Other times, they'll just come up during the call on its own. So let's take a look at how the coach is able to address the stretch task indirectly through one of the feelings that the client brought up earlier in this call. And watch how the client takes the conversation towards that stretch task. Take a look. Okay, Great. And so the one thing I would throw out there for you to do is to possibly be a little more gentle on yourself, Jennifer, as it relates to the concept of worthiness. I'll grant the idea that you may not have the level of credibility. And so you had the level won a 100 and sales as a measure inside your office, what might be something we can park for now, but we can look at that later is to what you've defined has to happen for you as far as worthiness. Because Jennifer, right now, what I want you to know is you are very worthy of acknowledgment and follow ship just based on who you've been in the past. You've had a lot of success in the past, right? So you're absolutely worthy. What we're gonna do is build up the credibility so that someone might be able to witness it immediately. Does that make sense to you? Yes, it does. And I know last time what really hit me, Jason, that you helped me with was that you kinda taught me the biggest thing I took away from the call was that I was being, you know, the four adjectives that describe me at my worst. Yes. Harsh, bitter, apathetic, and withdrawn. I've been applying those to myself and that, and all the funny, loyal, committed and jovial person. You know, those are great adjectives, but the ones that really helped me be successful, they're not really the ones that I think make me successful. So that was one of the things I was glad when I got to read about the power of vulnerability. And that helped me realize that, Wow, I'm not really being vulnerable with myself. And I learned for Bernie that I can't be vulnerable with other people if I'm not being vulnerable with myself. And I feel like, you know, you asked me he asked me this at the end of the last call. Last time. You said what's the greatest thing I've gotten from the call today. And I told you that it was that I learned that I was actually taking these worse things in myself. And I was literally applying them to me. Right. So I was happy that we could address them. But yeah, I actually thought of that after this last call I was like, Okay, great. I read Bernie Brown, but how am I going to increase my production from reinforce a brown? So I was glad to think that's going to help me, but yeah, I really like to focus on some of that now. Did you notice what the coach was able to do with the client regarding her negative thoughts. The coach helped alleviate negative thoughts and focus on growth. This is a powerful thing for the client and for the coach. But let me ask you this. What if the client doesn't do the stretch task? If the client wasn't able to do that commitment. You can ask about what got in the way. And then you can offer some suggestions and coaching to help the client with that issue. Let me give you an example. In that next call. Here's what you might say. Jennifer, you made a commitment around one of the goals we talked about last time. How did you do with that? I haven't had an opportunity to get at it. Okay. Well, that's great. Thank you for sharing that. Tell me what got in the way and when you look at it, you made a commitment, but something kept you from doing it. What was that? That kept you from doing it? You know, my schedule's just so tiny and I seem like I'm running up on myself. Okay. So let me ask you, it seems like really having an organized structure around your calendar would be really helpful. Do you agree or am I misreading that? 38. Reconnect the Client to her Capabilities: Can you see the big picture of where we're at with this client? Let's look at it. We've already reconnected the client to her goals. He also took all of those goals and we looked at how they're all really tying together for her. And we've also checked in with her stretch task from the last session. And we've had a chance to see how that played out in her life a little bit. Well, now it's time to reconnect the client and her goals to her capabilities. In particular, Let's watch how the coach is able to tie in her goals all together where they're stretched task and your strengths and weakness capabilities from the original PPP she filled out for the coach. Take a look. Okay. Okay, great. And when you had that greater awareness, give you some examples. This last couple of weeks where maybe you've found yourself begin, beginning to be a little harsh, bitter, apathetic or withdrawn. And you were able to slow yourself down and reframe that in bringing some of those more supportive characteristics that are also true about you. Okay. It's a really good question. Let me think about that. Are there any area of production or something along those lines? Well, you know what? I was having a tough day and I had a lot going on and I was like seeing, you should sell loser. Why can't you do X, Y, and Z? And I heard myself saying that and I thought if I were to say that to somebody that I was hoping to lead, we totally shut them down. I realized it was shutting me down as well. So what I decided instead was that I was going to be loyal to myself and that I was going to look for what was great. And I said, You know what? I'm going to I'm going to do what I was here to do today. I was here early today. I've shown up, I've done all of these actions. I'm committed to what I'm doing and also always loyal and committed. And when I started to see that, I started to recognize that, you know what? I've a lot of positive attributes that I just haven't been paying attention to. And I've been trying to beat myself up here. But it just wasn't bringing me to where I wanted to be. It was bringing me further and further away from where I wanted to go. Did you notice how the coach was able to address both the strengths and the weaknesses of the client. Let's review it to make sure you caught it. Take a look at the screen. He said this. Give me some examples. This last couple of weeks where maybe you found yourself beginning to be a little harsh, bitter, apathetic or withdrawn. And you were able to slow yourself down and reframe that and bring some of those more supportive characteristics that are also true about you. 39. Activity Reconnect the Client to Her Goals: It's your turn to reconnect the client to her goals and capabilities with an activity. Step 1, review the following goals of a client prior to a coaching session. Goal number 1, be a better leader in the office, female leader in the office she wants to first produce because nobody's going to follow anybody else that's not producing. Her measurement for sales is to get to level 1. She also wanted to grow her vulnerability and SET balance and be more intentional in her life. Her stretch goal was to be intentional about randomly reaching out to one to two people per day, then seeing how their day is and to read The Power of Vulnerability by Bernie Brown, goal number to increase production to get more stability in my business, the client said, I'm not producing enough to be a leader. You have to do a 100 sales a year to get there. And I don't feel comfortable coaching people. If I haven't done that a year, I'm scared to dream what would happen and I don't feel worthy. She also mentioned she needed to be more compassionate to yourself. Goal number 3, increase my savings and pay off business credit card. Step to find a partner if possible, or work on your own in role-play, the coaches language in session three of your workbook, page 111, to reconnect the client to her goals. Step 3, find a partner or work on your own in role-play the coaches language in the activity in your workbook on page 111212 to see where the client is that with the stretch tasks, step 4 or find a partner or work on your own in role-play the language on page 112 to reconnect the client to her capabilities. 40. Focus on Goals while Enhancing Life Integration: After you've gone over where the client was with the stretch goal and how that came out. The next step is to talk about how the client can continue to move in the direction of the goals that are important to the client in a way that's fulfilling an integrated in the life that they desire without becoming too challenging. In those other key areas. You're helping them envision how they begin to live. So they're already thinking about the things that are important to them, such as relationships they have, et cetera. You want them to continue to have the vision around how they achieve their goals and not cause challenges in the other life areas that are important to the client while you're working on those goals. Here's what it might sound like from you. As the coach, sharing this with the client. Coach. We want to make sure that as we go after these goals, you do them in a way that allows you to live your life and continue to evolve in a way that fulfills you. We talked about categories of improvement here and your PPP. Let's address some of those so we can begin to have a vision of what that looks like to make sure we're continuing to do these things while we're striving towards these three goals. So what will it look like and what will have to happen? This might include putting parameters around their time, communicating in a different way, et cetera. Take a look at this box. One thing I want to be cautious of is what's called narrow focused coaching. If you just focus on the goals, it may be really easy to coach that way, but it becomes a very narrow coaching process and ensure the client knows what they're focused on. But the coaches so narrowly focused, it might sound like this. No matter what we're going to get our referrals are no matter what we're going to get our calls done. That's not how we coach. Instead, we put it into context. We help clients begin to get ideas and how they're going to live their life while they're achieving their goals. It's making sure that as you help coach the client and they're measurable smart goals, the rest of their life stays in balance and doesn't fall by the wayside. Wow, are you coaching on the goals that are completable and measurable? You're still working on the other life integration points the client wants and needs to continue to work on. And by the end of this second coaching session, you will know better what those things are. And you know that you can coach around them. And that way, when a client says they're gonna do some great things around their referral goals. And they're pushing, they're pushing, they're pushing, but they're not getting home to see their kids. You can say something like this to the client. Coach. One I heard you say you're feeling great about this and that's awesome. Can we slow down for a moment? Just think about it in the bigger context. Sometimes there's imbalance in our life. But this is what you shared with me before. Even if something from their personal professional profile isn't one of their three primary goals that they're looking at. But they told you that that's what they want. If that's the case, you might say to the client, coach, dwell, that's great, that we're making great progress here. The question I have is what would have to happen for you to continue to make that progress. And also hold that commitment you wanted to hold for yourself as it relates to your family. You see that? 41. Get More Specific on the Client’s Goals: To begin this process of focusing on client goals to enhance life integration, we want to start by getting more specific and smart on the lagging indicators of the goals of the client. Now to get smart, here's my recommendation. At the end of this coaching session, if possible, you should have three smart goals with the client's own words for each of the following. S, specific, measurable, achievable, relevant, and time-bound. For example, with our client, Jennifer, that we've been following so far in this program. In her mind, to be a better leader, she needs to do the productivity. In particular, she mentioned that she wants to get to level 1 and sales. Well, this brings up a really important point. So important actually, I'd like you to write it down in your workbook. It's called lagging indicators versus leading indicators. And it's huge for coaching. Lagging indicators or something that comes as a result of your behaviors. For example, sales, new clients, et cetera. Leading indicators are the behaviors that cause those lagging indicators, for example, referrals and new appointments. Now the ultimate question for Jennifer and your client is going to be, what are the leading indicator behaviors she needs to do in order to achieve her lagging indicator goal. In order to answer that, we first need to get crystal clear on the exact lagging indicators she feels she can do right now to start to achieve her goal. For example, let's say she's at a 130 thousand in sales so far this year and she's got three months to get to 190 thousand. Well, let's watch as the coach helps Jennifer get more specific and smart on her lagging indicator goal of a 190 thousand. What we want to look at right now, Jennifer is at February is basically over. So we have March, April, and May. So we've got three months left and we're about two-thirds of the way there, and we have about one-quarter of the way to go. So you're going to have to increase your productivity. So is level 1 the goal that you're shooting for, for production this year, or is this really something you're looking at more as a calendar year objective? It's probably a calendar year objective. But I really want to get to the point where I'm doing Level 1 production, right? And it particularly it takes a 100 sales, you know, like that's where I want to be totally I'm with you on that. So if we're looking at this as a calendar, your objective, let's really think about what is the monthly run rate that you need to be achieving in order to be really doing level one. Yeah. So level one is 190 and we basically have got 12 months to do that. So you need to be doing 16 thousand a month in order to get to a 190 thousand. And for sales, I'm going to need to do it. 8.33. Yeah, right. So when you listen to that and you think about the idea of producing its 16 thousand consistently on a monthly basis, and you've been producing at 9 thousand, How does that feel for you as it relates to that gap and your ability to close that in the next 90 days? I mean, it makes me feel. So what really has to change, Jennifer, In your opinion, what would have to be different in your practice on an ongoing basis for those results to be the natural consequence of your behavior? Well, I've been keeping 2.5 appointments a day. So I've been keeping 12 to 14 appointments a week. I think in order to be level one, I need to increase from 15 to 18. Okay. So we need to be somewhere in the ballpark of three to 3.5 appointments kept a day? Yes. Okay. So in order to do that, what else has to change? Well, I have to prospect more efficiently. Okay, let's look at your activity reflecting back over the last several months, what have you been averaging as far as referrals? I'm probably doing about half as much as I need to write. So when you think about that in order to write 100 sales, what's the likelihood of you writing a 100 and sales per year? If you're getting 40 referrals per month at this time in your career? Well, I mean, 40 times 12 is 24 AT and probably by 48, right? You're not going to get there. Right. So let's think about that for a second, Jennifer, we can look at the lagging indicators of sales in level one, right? Those are lagging indicators. But the thing that we want to shift is the leading indicators. So what's the difference? That's a great, great question, Jennifer, a lagging indicator is something that comes as a result of your behaviors. Often it's the sales, it's the new clients, the things that we track better results. But those results are the natural consequences of behaviors in so the behaviors that we're really going to look at are, how many referrals are you getting? How many new appointments are you setting? So let's take a look at those numbers and see what's going on. The reason for that is we want to find out, is there a gap in the raw number? In other words, your raw number is not enough. And that means we need to increase the raw number. Or is there some problem in the conversion, right? In other words, we need to figure out what's going on in the way that you're phoning or setting appointments are confirming things along those lines. And then I'm just not seeing enough people that's been a problem for me. Did you notice how the coach was able to get a commitment from the client on smart goals to help you see it more clearly. Let's write it down in your workbook from showing it to you on the screen. To get a commitment on smart goals. The coach asked this, what really has to change, in your opinion? What would have to be different in your practice on an ongoing basis for those results to be the natural consequence of your behaviors is not powerful. As you can see, the coach has now begun to get a more specific and smart on the lagging indicator goals that the client, let's see, Let's see if you've been following along by filling out. We now know about this lagging indicator goal of the client to increase productivity in order to be a better female leader in the office. Let's write out the exact lagging indicator components that we know so far of Jennifer's smart goal to increase productivity, which is what our goal was. First specific. How did we make Jennifer's goal specific? Well, she indicated she wanted to be at level 1 and have a 100 and sales. Second, measurable. How do we make it measurable? While she indicated she wanted to do 16 thousand a month in sales check. Third, achievable was Jennifer's goal achievable? Yeah. Forth relevant. Was Jennifer's goal relevant? Absolutely. Fifth time-bound. What was Jennifer's timeframe? Three months. So now it's time to help her with the leading behaviors that she can start doing that will help her achieve those lagging indicators, such as how many referrals she's getting her, how many new appointment she's getting. And this applies to all clients and all goals. Just watch this. This will help her figure out the gap in the raw number. So let's pick up where we left off and see how the coach does this with Jennifer. And there's not enough people. I mean, that's been a problem for me. Right. And so when we look at that, Jennifer, based on your productivity per person, sitting down with, you're actually doing fairly well. What we really need to do is look at how are we going to shift that? How are we going to move that number up, right? And the first place that I would look at is as you mentioned, the referrals that you have, you're getting approximately half of what you need today. And so a lot of times when we look at referrals, we can look at the frequency of the ask, right? And the quality of the ask. So when you look at your numbers, you kept 12 appointments a week. So you kept 48 appointments last month. And if you were to look at the number of times you ask for referrals, how many times did you ask for referrals? 16. Okay. So you're asking about 1 third of your meetings? Yeah. Okay. From your perspective, do you think that you're going to be able to get 80 referrals on a monthly basis? Based on that? No, I'm not. Okay. So we need to make a shift there, right? Yeah. Now let's write out the exact leading indicator components that we know of Jennifer's smart goal to increase productivity, which is what her goal was, by the way. First, specific, how did we make Jennifer's goal specific? While she indicated she wanted to be at where where she wanted to be at increasing referrals. Second, measurable. How do we make Jennifer's goal measurable? She indicates she wanted to get 80 referrals per month. Third, achievable was Jennifer's goal achievable? Yes. Fourth, relevant. Was Jennifer's goal relevant? Absolutely. Fifth time-bound was Jennifer's timeframe effective? Yeah, three months. And that's how we get more specific on the client's goals. So in the next section, we'll take a look at how to identify obstacles that are getting in the way. 42. Identify Obstacles that are Getting in the Way: Now that we have the leading indicators set for the goal, we need to look at the obstacles that are getting in the way for the client to achieve those leading indicator goals. So let's revisit our coaching session with the coach and our client Jennifer, down to see how the coach helps Jennifer think about what's getting in the way for her. Watch this. Great, So let's think about what's getting in the way. Okay. When I speak to clients, sometimes it's they don't feel prepared as far as not preparing the list. Sometimes they don't feel like they have good language. Sometimes they have a fear around the consequence. You know, if I ask this person is going to interfere with what I currently have going on with them. And sometimes they just feel uncomfortable. Any one of those are finding answers. If you go to that point in that meeting where you find yourself sitting there, the idea of asking for a referral crosses your mind, but you don't act on it. Jennifer, what's going on for you? Well, I do ask when I have a less put together, but I'm just not doing a good job of putting the list together. Okay, so now we understand really a little further upstream, we need to do a little more preparation in that area. Does that make sense? Yes. Well, let's pretend you have a list. Tell me about the consistency of you asking there. I ask almost every time I have a less prepared great. And what's the outcome? Well, it's mixed. Okay. Tell me about how are you asking? Tell me about your comfort in the language that you're using. Okay, now that you have seen that exchange, Let's quiz you to see if you're getting this. What is this client's biggest obstacle? In this case, the clients biggest obstacle is putting a list of referrals together. While that's important for Jennifer, it's not the most important thing for you, the coach, as you're listening to this section of the program, the most important for you, the coach, is to go back and watch the exchange again seriously go do this and really think about how is the coach helping the client identify this obstacle? And more importantly, how can you do the same with your client? Go back and watch that exchange with the coach and Jennifer now. 43. Balance Goals with Client’s Life Integration: We have now addressed the client's capabilities. We've talked about who the client is when she's great, loyal, committed. We talked about her energy. We talked about her success. We reconnected her to her gifts and talents. We talked about how she became aware of who she was, she was being when she was being harsh with herself, how she became aware of how she would show up differently and how much better it would be. We haven't done yet is addressed the client's life integration. Now to do that, we need to go back to what the client said was most important in the previous session and in the personal professional profile that PPP. And look at the commitments that the client made around those things. And then really look at all this in the context of the client's entire life. You see you want it in context. Specifically, you want to go back to the client's PPP and look at her character traits, her categories for improvement. And Jennifer filled out the following categories of improvement for her PPP. And I want to go over them with you on the screen right now. Character traits, reliable, Organized, Leader, efficient, family, home life. Be at home sooner, not have to take my work home, be able to join more and family meals and outings. Career business life, consistently be a top producer in my sales class financial situation have 10 thousand and my savings have business credit card paid off, have a year worth of salary for part-time staff in business savings. Personal relationships being a healthy relationship. Leisure, recreation, be outside more a 10 more sporting events, self-care, exercise three times a week, learning, get my sales level 3 license. We've addressed Jennifer's career or business life and her financial situation pretty well in the last section of the role-play of this coaching session. Now, it's time to address her client, this client, her life integration. Here's what that might sound like at some point during this second coaching session. Jennifer, I think we have a clear picture of an area that you really need to be focusing right? In enhancing that prospecting. So you're getting your appointment up to the level that it's going to enable you to perform at the level you'd like to perform Level 1 and also get the a 100 sales, right? Yes. And so we understand prospecting is going to increase your appointments a little bit. Yep. So the thing I want to make sure that we're doing is it we're doing it like you said, in a way that's reliable, organized, and efficient rather than then we're just working more. Right? Because one of the things you also mentioned is your goal is to be home sooner and your goal is to continue to exercise at least three times a week? Yep. So what I'd like to know is, what is it that you're doing right now to help you grow in your ability to be organized and efficient. I don't really have much of a process around that. Well, this is an area where a lot of clients struggle. So let's think about some things. It may be helpful here, okay? One of the things that a lot of people talk about is the posting and planning on a daily basis as far as capturing and understanding where they are. Okay. How are you feeling about that? I do really good on a daily basis. So one of the other areas that I see showing up a lot, Jennifer's people kinda running into the week and then just start running full time and full speed ahead, running as fast as they can, but not necessarily doing it in an organized manner. Tell me a little bit more about your process of weekly reflection. But really everything you read around the area of effectiveness and efficiency communicates the idea that it's really important Jennifer, to take some time on a weekly basis to step back and see the big picture. Okay. Did you notice the key question the coach asked to incorporate the client's character traits with the client's life integration. Here it is. If you didn't catch it, go ahead and write this down in your workbook so you have it for when you coach your clients. What is it that you're doing right now to help you grow in your ability to be organized and efficient? This question is so important because it's helping the client work on her life in business, not just in her life and business. And this is so important that I'm going to put it up on the screen. Many clients like Jennifer are spending time each day working in their business or working in their life doing things like this or that. But often they're not spending additional time on a weekly basis when they're not in their business or in their life working on their business, or on their life with something called a weekly reflection. Now you can see the weekly reflection in Appendix G of your workbook. I encourage you if you haven't yet to go there now, take a look at it, pause this and do it. Working on the bins are on the life would be an area where it would not be unusual for a client to work on it any point in their career life needing some work. So to help you better understand this, I'd like to talk about a concept of efficient versus organized. Efficient means that the client has a daily plan. For example, the client maybe posting or planning in the business or in life, organizes different. Organized means that the client has a weekly plan. I'll weekly reflection where the client is working on the business and on life. And our job is coaches is to help them do both. To be efficient and organized. 44. Activity Focus on Goals while Enhancing Life Integration: It's your turn to help the client focus on goals while enhancing the client's life integration. Step one, write down your own definition in a few examples of lagging indicators versus leading indicators. Step to find a partner in role-play if possible, the coaches language on page 123226 to practice getting more specific on the client's goals including leading and lagging indicators. Step 3, find a partner and role-play on page 126 to identify obstacles that are getting in the client's away. Step for review the client's categories for improvement on page 127, prior to a coaching session, step 5, find a partner if possible, and role-play the coaches language on a 127 to a 128 to help the client and balanced goals with client life integration. 45. Agree Upon Client Comfortable Stretch Tasks: Once we've gotten through all of the tasks we've covered so far in this chapter for the client. In this second coaching session, we want to again, just like in the first coaching session, assign the client some exercises that they can do to enhance their goals and their life fulfillment. Now the first step to choose a resource that will stretch the client, That's our first step. And it may be an area that was unclear to the client where a particular reading would be good, or it may be something the client can journal about or role-play in a particular area. It might even be something related to one of their three goals or something related to something else on their PPP, like their categories for improvement. For example, in Chapter 6 of this program, I'm going to share with you an extensive list of all the resources for clients I use when it comes to general and specific coaching resources. If you'd like though, feel free to go there now, take a look in your workbook or in the videos. Now in the case of our client, Jennifer, the goals of the client for Jennifer, our organization and efficiency. And we've chosen a few resources and opportunities to help the client with organization and efficiency in this section, in particular, there are two we chose for Jennifer. First, the book called Getting Things Done by David Allen. I loved this book. And second is the weekly reflection, which you can find in Appendix G, amazing tool. Once the coach and the client have talked about different goals categories for improvement, et cetera. And there seems to be energy around a particular thing. The coach can help the client select a stretch task to grow from the option above. So before we move on, there's something really important that I want you to remember. The client owns the stretch task. In other words, the client is always co-creating their own responsibilities in their own work on this is very important. Let's pick up where we left off before balancing the client goals with the client life integration. And then move into how we would help the client select a stretch task to grow. Great. So one of the other areas that I see showing up a lot, Jennifer, is people kinda running into the week and then just start running full time in full speed ahead, running as fast as they can, but not necessarily doing it in an organized manner. Tell me a little bit. 46. Fine Tune Client’s Mission and Future Vision Introduction: I'm going to show you how to fine tune the client's mission and future vision by clarifying the mission actions strategy of your clients. Now we've already gained a great deal of insight into this client's goals, including three-year goals and objectives. What we wanna do now is to actually cast that vision out a little further so that there's a 10-year vision in it and fine tune their mission in. In order to do these, I'm going to show you in this lesson three ways to discover an anchor, your clients true north. A true north is essentially where your client's going and if you don't know that, you won't be able to help the client get there. You see vision drives decision, and as coaches, we help clients make great decisions. And we do that with helping them with vision. And it's not just vision, it's also mission. This chapter will show you three things. First, you'll learn how to transition the client from the coaching call to the stretch task. The client is agreed needs to be achieved prior to the next call. This transitions the client to the mission, the vision, the principles stretch task to help her take hold of her future. Second, you'll learn how to connect the client's mission, life. This makes it real for the client. It's the time in the coaching session where we go over the actual MVP stretch task with the client to see how things went. And finally, third, you'll learn how to clarify the client's remaining actions strategy. The remainder of the client's action strategy is something you'll find can take anywhere from one or two more calls at first. However, it's then something you'll come back to every three months, the 12-week year and update it. Let's get started. 47. Transition the Client to the Stretch Task: Prior to actually having the next call, you will want and need to transition the client from the previous call to this one, so that the client has had some time to start to think about her mission, her vision, and her key values and principles ahead of time. One question that typically comes up at this time is this. The question can be rewarded like this. If this is something we would cover at the end of a call, y cover it at the beginning of this chapter. And the answer is that you will never know which call this conversation will be a part of because it all depends on where that client is in her business and life at the time. If the client is still in the weeds with other problems that are more urgent, you'll want to wait on this mission vision principles. It's only after the client is out of the weeds that this will be brought up. And since it's directly related to the discussions that we'll be teaching you in this lesson. For this call, I decided we decided this would be the best fit for this section. So on that note, we're about to see a role-play with the coach and his client, Jennifer, where you'll get a chance to take a look at what to say at the end of a coaching session to share with the client what's coming up and what the client needs to complete in order to be ready for this call. Here we go. Jennifer, we've made some great progress as far as kinda getting it the weeks and thinking about what are some of the things that are eating at you. And we've had some good pictures for some of the short term, intermediate term, 90 days, what we'd like to accomplish? Yes. One of the things that a lot of our clients really appreciate and I'd like to introduce you to as an idea that maybe a good time for us is to kind of anchor that into some more compelling big visions of what's important to you and why that is like what really drives you and your life and in your business. Does that sound fair? Great. So we have a process to help you determine your mission, your vision, and your values or principles, we call them, okay? And we're going to walk you through how you define a mission, how you discover your mission. How do you create greater clarity about a compelling future that's really going to pull you forward. And then really what are the values or principles that are going to differentiate you from somebody else? Okay. So the request be between now and then as it relates to that, the video that I'm going to have you watch is probably about 60 minutes long. And so you have the investment of the video time. And then I'm going to request also that you take some time working on each of those issues. Ok. And we'll work together when we get together next time to more fine tuned down. But let's get, let's get together and use all our time to do the initial thinking. I think that'll be a much better investment of your time and money. Do you agree? I do. Grade. As you saw in that role-play, there's a very important concept I want to share with you. The key is to not overload a client with work. If a client is currently working on another stretch task like David Allen or Bernie Brown or prospecting, et cetera, then there's going to be a lot of issues that you want to discuss from that book. And that's actually going to be your next call to discuss what they learned from that book. The client has things going on at the time that are just so challenging and difficult that they need to address it now. And they need a book to handle it. Well, then they're going to keep doing it until the urgency is gone. And then you can introduce the MVP when things calm down a little. So you have to weed out the things that are distracting you before you can get clear on the vision. If it's going to be meaningful. If somebody is drowning in their daily operations and they're not processing their workflow effectively in their imbalanced because they're working until ten o'clock at night because they don't have a good process in place and they're not going to the gym for us as a coach to stop and say, let's talk esoteric Lee about how beautiful the future might be. The client would probably say what, I'm drowning here. Remember, the client has no idea that they're on the path to master a certain problem or that the mission, vision and principles is coming next or anything like that. We know that right now we have a real clear vision of short-term goals. We know what the client's frustrations are, we know who she is when she is great. We've got a little bit around her strengths, but we don't have as much about what does she ultimately really care about? Why does she care about that? What drives her? This is probably a good time to talk about the eight week a bump, or some coaches call it the momentum lapse. People are really excited when they first get started and coaching. The problem is that what tends to happen is after initial excitement about the coaching, clients tend to hit the eight week bump. And that's because they're cleaning out challenges. It might be in front of them. Once we get out of the weeds a little bit, we're going to make sure that we're connecting them to something that gives them then long-term energy, which is really their mission and their vision and their principles. Your goal with the mission vision principles is to do it before the client has had a momentum labs. That's why you want to set it ahead of the momentum labs, which is why we typically will do this in session 34 or five of the coaching process. If it's biweekly, we don't want to have to pump air back in their tires instead, once the environment enthusiasm around, all great, great, that's out of the way. Now that I can see clearly, I don't have the weeds over my eyes. Now let's get clear about really, what really matters to you. So each of the tasks that the client wants to work on and grow is going to be dependent on having a clear vision around what your mission is professionally and personally. You want to get to this as soon as you possibly can as a coach. As long as there's no emergencies, we want to get to this relatively early because we want to know what are their principles, what are their long-term vision over a decade? And what would be amazing so that we can begin to make decisions that are going to be in alignment with their best future. And when you're talking to them about a mission, a vision, values, That's really what we're talking about. So let's take a look at what this might look like with the coach and his client. Well, now that we've had an opportunity, Jennifer, to clear away some of these distractions and obstacles that we're grabbing a lot of your attention. And that had a high level of urgency. It makes sense that they were grabbing your attention. By the way, it seems to me that you have a little more clarity, a little more space, and can see a little more broadly now, is that true? Yes. So based on that, what we wanna do now is really anchor in those things that are really most important for you. So we have those long-term guides. That would be your mission, your vision, and your principles or values. Okay? You're doing a great job. You've already developed some skills around an organization. You were doing a good job. Now you have a better process for it. You have a better way of building out your weekly reflection. By the way. Did you do your weekly reflection this week? Yeah, I did. How did that feel for you? Tell me more about what was great. What did you feel on Monday after having done that weekly reflection? Well, the organizational stuff is good, but here's what's really going on. My boyfriend just brought that with me and I can't even eat. You're always reviewing what was the last issue at hand. You're going back to make sure they did the stretch task, asking how they did and you're clearing up and then we're making sure we're moving forward. And the next moving forward, assuming she's not drowning in something else or whatever it is. Stuff just happens in coaching. That doesn't happen in life. And many times with coaching, things that happen that aren't planned, that need to be talked about happened with much more frequency. Therefore, at the beginning of each of these sessions, you want to come back to whatever it was that you assigned. So when you do all of this, there's something important for you to keep in mind. If there is some reading that you've assigned to them, you better have right it also and understood it as a coach. Secondly, to bring value other than being in a book club, you need to be able to help them walk through the resource that you assign them and take away the practical things they can use in their life for the challenges, problems, and opportunities they face. And what you go over is going to depend on what you assigned. For example, if you assign the book, Getting Things Done by David Allen, which is pretty tactical, you might say. Well, let's talk about the five sections that David really references, capture, clarify, organize, reflect, and execute. So as you look at those sections, Jennifer, when I say that, that capture is really the one that is going to capture the process. We're going to clarify what you're doing. I'm going to organize it, we're going to then reflect it, and then we're going to execute. And what were your thoughts as you read those five sections from David Allen, did those feel good for you? Yeah. I mean, there's a lot there that was really powerful. And when I say that is that there are these five sections, is that resonate for you to understand where we are in that? Yeah, great. So tell me a little bit more about capturing and how you feel strong in that first area. So if you sign the book Getting Things Done by David Allen, That's a pretty big coaching assignment. If you give that to them, you're probably not jumping into something next right away. But on the other hand, if the client says I really want to practice my sales language, I'm feeling really good about this. I've got more focus. I've picked up my calls, I'm really feeling good. I'm so excited to be coaching. Well then you could say, Great, let's look at the big picture. You know, when you first came on board with the organization and reflecting on the future and things along those lines. What I hear is that a lot of times when you get into the weeds, sometimes we lose sight on that big picture or the one that we originally had isn't resonating as much. Tell me a little more about what's true for you. In other words, it really depends on what's going on with them or the situation there. For example, if you assign a book with Bernie Brown, usually you get into a much less executional conversation. Then you would with a book like David Allen. With David Allen, if you don't actually do the specific work, then it really doesn't matter. And this gets into a bit of what I call objectives for clients versus stretch tasks. Let me show you what I mean. How do you know what books to recommend for each objective of a client? Well, in order to answer this, you first need to know that an objective is not so much a smart goal as it's the client saying, I'm having a challenge in this particular area. For example, with Bernie Brown's power of vulnerability, it may be that you have an inclination that this person wasn't being as open and vulnerable as they otherwise could have been. That's why you might assign that resource for the client. By the way, I would like to mention to you that there's a lot of people that aren't book readers. And you as a coach, may not be a huge book reader yourself. So you may not have read all these books that you could assign to your clients. That's okay. In a future session in this program, I'm going to share with you my favorite books for coaching and how even if you're not a big book reader, you can leverage them for your coaching practice with your clients. When you first start coaching, your clients will have goals and many times they will also have objectives. When they have objectives there in the weeds, where they need to get things solved quickly. You want to know what resources you have at your disposal to help each client with each objective. Using your intuition and the needs they have. In order to give the client to help them grow, you need to know those tools and what are available. And as I coach and you coach, you need to be careful with overwhelming yourself with feeling like you have to have a resource always. Sometimes it's going to be intuitive coaching. You're going to be a different coach and a decade then you are today because for the next decade you're going to continue to read. Now in a subsequent lesson in this program, we're going to go over great books and a great reading list. And you may have a couple of your own for you to add them. When we have this reading list, it's just a suggestion. It's a list of goals and associated resources that I suggest that you could potentially proposed to clients to help them work through what they need to work through. This brings me to our final concept of this section called the resource caveat. Remember this, resources are just that, simply resources. We're not intending to make a book club out of this. We're not intending to assign book after book after book after book. And then that would be how you'd coach. That's why this resource list in a subsequent session is just an appendix that you can use if you need them. The way to actually coach is what this program is all about and what we will continue in the next session of this program. 48. Activity Transition the client to the MVP Stretch Task: It's your turn to transition the client to the mission vision principles, stretch task to help her take hold of her future. Step 1, find a partner and use your workbook on page 142 to role-play what to say at the end of a coaching session to share with the client what's coming up and what the client needs to complete in order to be ready for this MVP call. I'll model it for you first and then you can try follow along with me on the screen as I share this role-play. Coach, Jennifer, we've made some great progress as far as kind of getting it the, the, the weeks and thinking about what are some of the things that you're eating HU and we have some good pictures for some of the short-term, intermediate term 90 days, what we'd like to accomplish, client says, yes, coach, one of the things that a lot of our clients really appreciate, and I'd like to introduce you to as an idea that may be a good time for us is to kind of anchor that it is some more compelling big visions of what's important to you and why that is like what really drives you and your business. Does that sound fair? Client says, great, coach. So we have a program called the mission vision principles or MVP. Mission vision values. Okay, I'll walk you through how to do define a mission and how do you discover your mission? How do you create greater clarity about compelling future that's really going to pull you forward. And then really what are the principles, values that are going to differentiate you from somebody else? Client says, Okay, coach, so the requests between now and then as it relates to that, the video is probably 60 to 90 minutes long. And so you have the investment of the video time. And then I'm going to request also that you take some time working on each of those issues. Client says, Okay. Coach says weren't will work together when we get together next time to more fine tune them. But let's not get together and use all our time to do the initial thinking. I think that'll be a much better investment of your time and your money. You agree? Clients as I do. Okay, stop role-play. This is a really important activity for you because it'll set the stage for the next section of this lesson of our program to connect the client's mission to their life. So try roleplaying this even if you don't have a partner. So you can get it down for when it comes up with one of your clients. Good luck. 49. Client’s Mission to their Life: It's time to actually go into the coaching session where we go over the actual stretch task with the client. We want to go over the mission, the vision, the values, and see how things went. And in particular, we want to start with the mission. So let's take a look and see what it looks like. I really want to practice my sales language. I'm feeling really good about this. I've got more focus. I've picked up my calls. I'm really feeling good. I'm so excited to be getting coached. Great. Let's look at the big picture. Jennifer, you know, when you first came on board with the organization and reflecting on the future and things along those lines. What I hear is that a lot of the times when you get into the weeds, sometimes we lose sight on that big picture or the one that we originally had isn't resonating as much. Tell me a little about about what's, Tell me more about what's true for you. So after seeing that role-play, I want to ask you this question. Why is it so important as a coach to have your clients do this mission? The reason this is really helpful as a coach to prioritize and understand what their mission is, is because clients get stuck, they take actions that sometimes are not in alignment with what their purposes or they're stuck, they're not energized or they're feeling frustrated. They get caught up in the weeds. And sometimes we need to be able to pull them out of out of the weeds again. If you can pull back up there MVP and you can recognize this particular client has been stuck for a little while, or they're frustrated, or they're not bringing that positive energy that they had, you can bring them back and remind them something like this. What I'd love to do now is to speak your mission to me with conviction as if somebody walked up to you and said, Jennifer, why are you here? What's your purpose? And you're going to come back and tell me what. Then I'll use my perseverance, commitment and kindness to connect with, create awareness for and inspire carrying leaders and professionals to align their strategies, tactics, and tools today with their vision and goals for a full life tomorrow. Okay, that's awesome. And I can see you really did some great thinking is you worked into that. Tell me when you read that, How does it feel? And it's empowering. I feel like I know what direction I'm going in. Okay, and so I love the choices of the words that you use, perseverance, commitment, and kindness. And so when you think about things that differentiate you and really give you strength, what I see is someone who is super committed. And while you're super committed, your commitment is to really show up with people and have compassion. Yes. So when you think about your purpose, Jennifer, and how you show up as does that do a great job of really describing how you want to be engaged in the world. Yeah, absolutely. Okay, that's awesome. So you want to connect with, create awareness for and inspire carrying leaders. So talk to me about the area of connected with in the work you do. Tell me what really gives you energy around that. So what does that really mean to you? I love meeting new people. That's my favorite thing when I'm doing a Fact Finder, Etc. Great, So now you're connected with them. And what I get here is you want to create an awareness, right? So, you know, help them be some things they haven't been in the past and then inspire them. And the people that you really love or carrying leaders are not just leaders in general, but there are people that have great carrying. Yeah. So tell me how you really do this. We tell me about some of the energies you feel. What are the emotions you're feeling when you're doing this? I feel energize, compassionate. That's fantastic. So the reason I keep bringing us back to this, Jennifer, is that there's going to be days that are challenging, right? There's going to be days that are tough. But if we can remember that you're using the gifts that you love to use to have the impact that you really care about with the leaders that have that same level of carrying. That, that's where you can tap in the back into your energy. Right? Now let's think about the back part, right? So now you've connected with these people and you're creating an awareness for them, you're inspiring them. And then now this is what we're gonna do. We're inspiring them to align their strategies, tactics and tools today with their visions and goals for a better life tomorrow. Wow, that's awesome. Tell me a little bit about that, Jennifer, because I love that. Tell me a little bit more about what that means to you. I'm basically what we're doing here. You're helping me create a vision and steps to get there. That's what I wanna do with my clients and help them envision their future and create a path for them to get there. And I liked the way you broke it down into because I think when I was looking at its strategies, tactics, and tools, words are so important when you, when you use those three words that were specific to you, tell me what they really meant. Strategies are really the plan and the process. Tactics are the little incremental things that we do to make sure we stand. Strategy and sometimes tools like financial instruments, legal documents, et cetera. That's fantastic. So let's think about this. Every day. You're going to wake up in the morning and you're going to use perseverance. And that means you're going to do whatever it is to move forward because you're committed and you're compassionate. And you know, you make a difference in that way, Right? Right. And while you're there, you're going to connect with their carrying leaders and professionals to help them create awareness. See things they haven't in the past and you're going to inspire them, make a difference. And the difference you're going to make is to make sure they're aligning, going towards their future. And you're going to do it in a way that gives them joy today and in the future, right? And the reason this is so important is that this is actually where a lot of your energy is going to come from. So we're going to reference back to your mission with some frequency. But I want you to continue to get some ownership of this. Jennifer, you did a great job. I also want you to feel this is a dynamic document. And sometimes you may look at it. And over time you may say, You know what, maybe instead of perseverance or commitment, maybe I'll look at that and go, You know what, there's this other skill, those to kind of cover a one another in a way, perseverance, commitment are really going to be close to together. But maybe there's this other skill or art that you'd like to bring to it. And I want you to feel comfortable living with this document and continuing to fine tune it. Okay. Because you're probably super close right now. And I want this to come alive for you so that if anybody who stops you wakes you up in the middle of the night and says, Why are you here? You can say, I'm here to use perseverance, commitment and kindness, connect with, create awareness for and inspire carrying leaders and professionals to align their strategies, tactics, and tools today with their vision and goals for full tomorrow. Got it. And that is what you do professionally and that's awesome. So congratulations on that. How does it feel Jennifer to have done that work? Amazing. That's fantastic. Good work on that. Wow, that's awesome, isn't it? The question is, why is it awesome? And the answer is so important for you. I'm going to put it up on the screen. The MVP allows you to challenge them. One of the strongest motivators for people is congruent. It's congruence around their identity and their beliefs. These MVPs are their identity and their beliefs. And to harness this congruence, you can say to clients whenever they're feeling down on themselves, something like one of the things you're going to hear me say a lot is your coach, is this. You never want to say anything about yourself that you don't want to be true. Did you catch that? Read it down or highlight that it's that important? Here it is again, you never want to say anything about yourself that you don't want to be true. To really help you understand this, I'd like to give you a sneak peek into that coach client session again, where this actually came up. Hey, Jennifer, at the beginning, we knew there were some challenges here and one of the things that you loved about the way we engaged was that you had a tremendous amount of perseverance. And I've gotta ask you now, Jennifer, I'm not feeling it as much coming forward, and I don't know if that's true for you or if it's just a misperception. Tell me a little bit more about how you feel about the level of perseverance you've been bringing into some of these past commitments that you've been making, but had been falling a little short on a loser and I'm terrible at follow through. Okay, One of the things you're going to hear me say a lot is your coaches. You never want to say anything about yourself that you don't want to be true. And so Jennifer, I want to interrupt, kind of interject right here. I heard you kinda Denning grading yourself around that situation and owning it as if that's who you are. But Jennifer, when we're working on your mission, when we were doing that, I remember distinctly that one of the things you felt was really important to felt it was really a part of your purpose was the idea that you did persevere. So it helped me to understand, is that really just kind of a habitual behavior that you've allowed yourself to get into? Or is it really who you are as a person that you don't follow through? Yeah, you're right. It just seems like habitually lately. I haven't had to follow through. Okay. Well, what we wanna do is recognize that that habitual behavior is not who you are. And it's absolutely not who you want to be. It's not aspirational. All right, so how else could we framed that? Let's talk about times that you were really bringing that level of perseverance and commitment and kindness right here, we're compassionately bringing that energy. Let's think about where that was and how you are tapping into that more consistently back then. 50. Apply the Five Question Technique to your Clients: One of my absolutely favorite techniques to do with clients in any in all situations. 51. Activity Connect the client’s mission to their life: It's your turn to connect the client's mission to their life. Step 1, find a partner in role-play. This section in your workbook on page 148, that goes over the actual MVP stretch task with the client to see how things went. Step to find a partner if possible, and role-play pulling backup their MVP. And you recognizing that this particular client's been stuck for a little while, or they're frustrated, or they're not bringing that positive energy that they had. You can bring them back and remind them how to bring positivity back into this situation. And as you do these roleplays, either with a partner by yourself. Remember this, the MVP allows you to challenge them. One of the strongest motivators for people is congruence, is congruent around their identity and their beliefs. These MVPs are their identity beliefs into harness this congruence, you can say to clients whenever they're feeling down on themselves, something like this. One of the things you're going to hear me say a lot is your coach is. You never want to say anything about yourself that you don't want to be true. Did you catch that? Write it down, highlight it. It's that important. Here it is. Again. You never want to say anything about yourself that you don't want to be true. Now, go practice those role-plays with your client or someone pretending to be a client so that you can develop them for your coaching toolbox. Good luck. 52. Clarify the Client’s Remaining Action Strategy: Your clients have an action plan for their life. Many people create a life plan or a business plan or relationship plan or health plan. And discovery years later, they've never stuck to it. Either the plan was too large and scope, it's on attainable or it wasn't practical enough to be actionable, useful in their practice. You're about to learn a short and sweet ten step recipe to create a goal plan that will help your clients set meaningful goals and achieve them. Now you're either a meaningful specific or a wandering generality. Which one or your clients, the energies in the meaningful specific space and they get that meaning split full space. You need to think about what it is you want and why it is that you want it. Your thoughts ultimately end up in your actions. Think of factors influencing your thoughts, including the people that you hang around, the stuff you listen to in the books you read. Creating an action plan will help your clients identify and harness the core of their business in their life and who they are as a person. And this will allow them to have a razor sharp focus on the things that are meaningful. The things that will make you happier, more successful, and have more freedom in your life as you're helping clients to work their way through this chapter on setting meaningful goals for your life. It's important to tell them. Gets your family, your colleagues involved in this process, whether it's your spouse, your kids, your staff, involve them in your goals by saying, if we do these things or reach this goal, we're going to do a vacation, or we're gonna do an addition, or we're going to get the new house, whatever it is, get your family and staff involved. Life is too hard to play a solo. I'm going to start by giving you an overview of what this process looks like. And then during the course of this session, I'm going to give you specific tools to each and every one of the steps in this chapter on your own. In fact, you're going to get one-on-one coaching for me exactly how to apply the examples you're about to see in your clients lives. For now. Just sit back and watch as I take you on a tour of the examples for this chapter with one of my clients, then I'm going to share with you the exact steps and the exact resources that your clients need to run their own race with the best version of themselves by setting meaningful goals for your clients lives. Appendix H contains the rest of the MVP driven action strategy that you'll go over with the client in the remaining portions of this call if there's time. And in the subsequent calls with clients, I would suggest you open that up now or printed off so you can see it as we discuss it. The remainder of the client's action strategy is something you'll find you can take anywhere from one or two more calls at first to more. However, it's then something we'll come back to every three months, 12 week, year and update to help you really understand this, I'm going to ask you to go to Appendix H of your workbook. There you'll find the MVP driven action strategy. And what I'm going to do is to go through each section of the MVP with you right now and explain to you how it works and how you can leverage it with your coaching, with your clients. And in general, the MVP contains the nine sections that you'll cover throughout coaching in a similar way to the mission section we already covered in this chapter. See the previous videos on what I mean, if you need to know those nine sections are one, connect the client's mission to their life to enable the client to create a compelling vision. Three, identify principles that differentiate the client for identify the client's unique abilities and strengths. 5, identify the client's strategic target market. Six, identify the client's proprietary business process. Seven, communicate to intermediate goals, commit to intermediate goals. Eight, commit to short-term goals. Nine, identify obstacles and opportunities for the client. So there they are. 53. Create Your Bucket List: Step 0, great, your bucket list. The very first step, step 0 is to create your life bucket list. And I call this step 0 because it's optional for this chapter. With that said, one of the most inspiring things to me when I first started in the business was to write down 100 things I wanted to do before I die. Prior to this moment in my life. I had never thought about those things before. So before this day was all about just showing up and seeing what happened that day. That's the wandering generality. I truly believe this will be helpful for your clients to it was for mine. It's not about what your client's best friend wants to do before he dies. It's what your client wants to do before he or she dies. And as soon as you write down your top a 100 things, their actions will start to become meaningful, specific. And the amazing thing about the universe is that you better be careful what you ask for because your subconscious mind will create that reality. Doing this bucket list first will serve as fodder for your clients. As you go through the next ten steps we're about to go through making your goals your own. It's a great exercise to get your client's thinking and dreaming. And the reason we call it step 0 is because we find it opens the mind to do other steps coming up. 54. Step 1 Create Your Mission Statement: Step 1, create your mission statement. What are your clients? Why? Why are they even getting out of bed in the morning? What is their wife or doing anything? What are they even showing up for? Your clients? Have got to be in touch with their why. They really need to be in touch with what that y is in order to make the howl more doable. Otherwise, there's really no energy behind the actions that you need to take to do the things if you don't know where the actions are going to lead them to. So here's an example of a mission statement from one of my clients. I will use my compassion, generosity, and persistence to connect with, create awareness for and inspire carrying leaders and professionals to align their strategies, tactics, and tools today with their vision and goals for a full life tomorrow. Now you're going to get a chance to help your clients build their very own mission statement and the activity at the end of this chapter. For now, just follow along with the big picture so you can see how it all looks from a bird's eye view. 55. Step 2 Create Your Ten Year Vision: Step 2, create your 10-year vision for your client. The 10-year vision gives your clients the image of what they want their lives to look like. 10 years from now. Your 10-year vision needs to be absolutely different from the person sitting next to you. What joy is there and just running somebody else's version of their life. So you're going to learn how to help your clients create their own vision later on in this lesson, the 10 year vision consists of six parts, revenue and profitability. What do you bring it in the door with your client bringing in the dorm. Where are they taken home ten years from now. Team makeup. How many people are on your client's team in life, business, or relationships that they have 10 years from now, education and expertise. What would your client like their skill sets to look like 10 years from now? Ideal client who's showing up on your client's calendar when they go to work each day. Ten years from now. Service model. What are your clients, their team members, what they are, what is their family going to experience when they integrate with your client or their clients business ten years from now. And life role integration, what are the things for your clients and bucket list that your client is going to be enjoined in their lives as they achieve their goals. Here's an example of a 10 year vision from one of my clients. You're going to get a chance in the activity for this lesson to build your own 10-year vision using the tools I've shared with you and for your clients. 56. Step 3 Create Your Principles: Step three, create your principles. Your client has got her mission, she's got her vision. How are you going to help her identify who she is on her journey? How are you going to help her to execute or accomplish revision or realize her mission? The answer is to create her principles. What are the principles underpinning the vision for her future? Her principles, your principles are the top five to seven words that capture the essence of who she is, who shall be on the journey. And they're going to help your client execute the vision. Here's an example of a list of principles from one of my clients. Be the best I can be. The mission focused, be authentic, have fun. Remember the law of giving and receiving. 57. Step 4 Identify Your Strengths: Step for identifying your strengths of your client. When your clients actions under alignment with their strengths, magic happens, that magical put your client on the right trajectory to their most amazing future, including the 10-year vision you're trying. They're trying to accomplish. So their strengths are those things that make them feel powerful and energized. Strengths give their good life flow where it's almost as if you don't have to work to do stuff. Strengths are things you're good at and enjoy doing and knowing them is a critical next step in the business plan, in life planning or clients that can help them align that plan with the best version of themselves. And you can help your clients determined their strengths by helping them complete this sentence. I feel powerful and energized and in flow when I blank. 58. Step 5 Select Your Target Market: Step 5, help your clients select their target market. If your clients in business, this step will apply. If not, you can skip it when you help your client to create their 10-year vision. Step 3 already wrote down the ideal client in common assets, but that's not enough. What is it about these people that would make your client excited to have them show up on the calendar. You see it's great that they have a certain income or bringing a certain number of assets. But what else makes them special? What kind of people truly boost the energy of your clients when they work with them. You can determine your target market of your clients by completing this sentence. I get energy out of working with people who dot-dot-dot. Here's an example, have high integrity, are carrying people and professionals value the partnership and value that I provide. 59. Step 6 Create Your Business or Life : Step 6, help your client create their business or life process. If your clients are in business, this step will also apply. What toolbox are they going to bring to their business or life? How are they going to do that? What is it they're gonna do? The life or business process represents the proprietary steps that they'll take to ensure that they provide the most value and deliver the best process and product to their target audience. Here's an example of a business process for someone who sees multiple prospects and clients through each week. 1 be referred, then set the appointment and do the approach with consistent and practiced language. To perform the first meeting, introduce the meeting with commitment and prioritization. Three, take good notes and delegate tasks to the team as necessary for apply appropriate planning tools. 5, review the plan and tweak it. Six, close the meeting, be careful of giving too many options. Seven, prospect. Q social awareness opportunities. 60. Step 7 Create Your Three Year Goals: Step seven creates your three year goals for your clients. It's time to bring your clients 10 year vision closer. If your clients are on their life journey with a clear mission and they're reaching their three-year goals or picture than that puts them in alignment with their 10-year vision, which we talked about earlier. The key is to set realistic stretch goals. Remember the introduction to this chapter, your client is not running somebody else's race. You want your clients three year goals or three or picture to be stretched for them. And many people make the mistake when setting their three-year picture up of setting the bar too high, they can't possibly achieve it or it's too low, they don't push themselves to greatness. The key is to set a picture that's achievable. He had still pushes your client to grow three-year stretch goals and picture are goals that are just outside your client's grasp at this point. And to help them create stretch goals. Start by breaking their 10 year goals down to where they are right now. Say to them, if you just keep doing what you're doing right now, where will you be three years from now? Then ask yourself, what's something just outside of my reach? Something beyond what I'm currently doing. The answer to that question will be the beginning of a realistic three-year picture. The same metrics apply for their three-year picture as they did for their 10-year vision. You can tweak these metrics based on your client's business or your client's life. Here's an example of three year goals or picture for the client we looked at earlier. Revenue and profitability, 200 thousand revenue, a 125 profit. Team makeup, just Keith mini me, education and expertise to new certifications. Ideal client 7 thousand a year carrying positive energizing service model, comprehensive, balanced red carpet treatment, life role integration, optimum health, one vacation every year, charities time with kids, time in meditation. 61. Step 8 Create Your One Year Commitment: Step eight, create your one-year commitment for your client to be where she wants to be in a year. What has to happen in that are to be where she wants to be in three years. What has to happen in one year for hip for you to feel good about that process. And the answer to that question for her is her one-year commitment. So just like the 10-year vision in three-year picture, the one-year commitment is described using the same six categories we looked at earlier. Take a look at the example, one-year commitment, revenue and profitability. A 100 thousand in revenue, 60 and profit team makeup, jazz and a half a mini me, education and expertise, certification. Ideal client 5000 a year carrying positive energizing and service model, comprehensive, balanced red carpet treatment, life role integration, optimum health one vacation every year, charities time with kids, time in meditation. And this will feed the three-year picture. 62. Step 9 Set Up Your Quarterly Building Blocks: Step nine, set up your quarterly building blocks. The quarterly building blocks are three commitments that if you completed them, they're going to put your client in line with her one year commitment that we just talked about earlier. Your clients quarterly building blocks can focus on any of the pieces to their one-year commitment that we talked about. Take a look at the three commitments that the person here shows for this quarter to get himself in line with his one-year commitments earlier. Health and vitality, attend the gym three times a week for the entire quarter and post food intake on apps will weigh 250 pounds. That my suit Well button and I can feel comfortable. Five, 43 will become a habit and the quality and consistency of the program will be flowing. I'll feel powerful, energized in inflow. Key research will be completed. I may or may not have interest in this certification right away, but I will complete the course. 63. Step 10 Describe Your Playing Field Reality: Step ten, describe your Plainfield reality. The last steps is to set up your clients Plainfield reality, which represents the challenges and opportunities your clients have right now to achieve their goals and visions. What current challenges or issues or your client's facing right now that are getting in the way of achieving their goals. What current opportunities do they have right now that can help them achieve their goals? For example, your client may be surrounded by many people in the business world. She's never talked to you about what she does. These may be people she would consider friends and knows well, and because of that, she may decide to add social prospecting to her business opportunities. Here are some examples of current opportunities that make up a Plainfield reality. Number 1, social prospecting, close the gap. Number 2, all in quote to be my best. Number 3, release, inner goal achiever. Number four, find a marketing person for my business. Number 5, a mini me. Number 6, consistency of rituals, calendar of success. Number 7, reviewing my MVP and my goals quarterly. Here are some examples of current challenges that make up a plain field reality. Number 1, fear of full engagement. Number 2, protecting self from x. Three, lack of all motivation feeds and for lack of all in mentality. 64. Work ON Your Life Not Just IN Your Life: In a moment, I'm going to give you thes key tools to help your clients make their goals their own. Before I do that, I want to share with you something really important. There is a difference between working on your life or career versus in your life or career. Many people are spending time each day working in their life or career doing things. However, they're often not spending additional time on a weekly basis when they're not in their life or career, working on their life or career. And at the very end of this session, I'm going to show you how to use a tool that I call the weekly reflections. Very cool. You'll find it in the appendix of the workbook. But for now I just want you to know it exists. First, we're now going to learn how to build your own goals. We're going to do this so that you can then help your clients build theirs. In fact, we're going to build your very own MVP. You can find the MVP in the appendix H to this training companion or workbook that's part of this program. And here's what the MVP looks like. The ultimate way to help your clients set and achieve their goals is to use this document called the MVP. It's an editable PDF and the MVP doc is a place for you to capture what we are about to work through in the next activity. It's the ultimate tool to establish these goals and help them achieve them in their lives. And it allows you to help them anchor that into some more compelling big visions of what's important to them and why that is. Now, as you can see at the top of the MVP, too many businesses in life goals and plans die a lonely death. Their scope leaves them in accessible and therefore useless. This shorter in simplified approach is designed to capture the essence of your business or life. Proclaiming who you are or who your organization is, where you're headed and how you plan to get there. This two page format focus is vital resources on the most important, quieting the distractions that otherwise might tempt us to go astray. I would suggest you pull up that MVP and use it as we worked through your very own goals in the next activity to gather. That way, you can learn it for yourself. If you don't pull it up, It's okay. We'll share what you need on the screen. But I wanted you to know about this amazing tool. Again, it's an editable PDF in the appendix to this training Companion Workbook that's included with this course. Okay, It's activity time, it's your turn to make your goals your own. Turned to the activity at the end of this chapter in your workbook. And what we're gonna do is have you do each of these steps for yourself so that you can learn the process. And this will make it easier for you to do this for your clients in the future. 65. Activity Step 0 Create Your Bucket List: Again, what we're gonna do is have you do this step for yourself so that you can learn the process. And this will make it easier for you to do this for your clients in the future. Trust me, it works. The first step is step 0, and it's called that because it's optional. You don't have to do it to start this activity. But if you have some time right now, it can be really helpful if you do. Your task is simple. Right down the 100 things you wanna do before you die. Whether you create your bucket list or not, that's up to you, but make sure you join us for step one, coming up next, which is create your mission statement. 66. Activity Step 1 Create Your Mission Statement: Again, what we're going to do is have you do this step for yourself so that you can learn the process. And this will make it easier for you to do this for your clients in the future. So using the word columns on the screen in your workbook, fill out the mission statement with principals true for you, something like this. I will use my gifts of blank, blank and blank to impact. Blank. Blank and blank. To impact. Subject. Blank and blank to impact. Blank, blank and blank. Object. Blank. Confused. Here's an example of what mission statement is for one of my clients, Joe, that he came up with, this will help you understand this better. I will use my fascination, empathy, and courageous self-expression to awaken, inspire and equip leaders to clearly envision, passionately create, enthusiastically celebrate living lives of purpose. Now the way to figure out your mission statement is actually quite simple. It's a lot of fun. I've created a table for you to use to figure this out. You'll notice this table has five column headers. Gifts impact one subject, impact to an object. What you're gonna do is look at each column and select one to three words. Three is the maximum per column that best describe you and your mission. Let me show you what I mean. You can do this for clients eventually, but right now for you, Let's start with the first column. Your gifts. Look at the table and choose one to three gifts that best describe you. Once you have those one to three gifts, write them down. For example, Joe chose the gifts of fascination, empathy, and courageous, self-expression. Next, take a look at the third column titled subject. Choose one to three words in this column that best describe the types of people or entities are things that you most want to impact with your life or career. Once you have those three subjects, write them down. In our example, Joe chose just one subject, leaders. Now take a look at the second column titled impact one. Choose one to three verbs from this column that best describe the action. That best describes the way you impact the subject or subjects. You chosen. Column three. In our example, Joe chose three impact one, verbs, awaken, inspire, and equip. Next, take a look at the fifth column called object. Here you would choose one to three objects that describe the attributes that you would like to impact from the subjects you chose earlier. For example, remember how Joe chose a subject of leaders, while what are the objects of those leaders that Joe wanted to impact? In Joe's case, he chose the objects called lives of purpose. That's the thing about the leaders that Joe wanted to impact their lives of purpose. Finally, look at the fourth column called impact, to choose one to three verbs from this column that best describe the way you would like to impact the object's you chose in column five. In our example, Joe chose three impact to verbs, envision, create, and celebrate. Now it's time to put all of your work for your mission statement together and of course help you, your clients do the same. Recall, here's what the blank mission statement looks like. You're simply going to insert all of the words you came up with into those blanks. When you're done, it looks something like this. 67. Activity Step 2 Create Your Ten Year Vision: Step 2 for yourself is to create your 10 year vision. I remember one of the most powerful and underutilized tools that we have for propelling our lives forward is a compelling vision. These visions, when we optimize them, involve our senses and they engage our emotions. And what we're gonna do is have you do this stuff for yourself. So again, you can learn this process and this is going to make it weighs Your for you to do this for your clients in the future. Plus it's cool. The objective is to tap into an amplify your deepest desires, which in turn release a constant flow of energy to empower your actions forward. So it's time for you to describe your 10-year vision in extreme detail. Consider these areas personal, professional, financial, spiritual, physical, mental relationships, et cetera. And here are the questions you need to answer. As you hear these questions, take a moment, pause the video if you need to write down the answers in the activity that best correspond to your vision of your most amazing future. Let's start with revenue and profitability. How much money are you bringing in the door ten years from now, That's your revenue per year. And what are you taking home ten years from now? That's your profit per year. Write those numbers down in step two of the activity. Next. Think about your team makeup in 10 years. How many people are on your team in the career or life that you have ten years from now, could be employees, team members that you've hired, members of your family or friend, Friends Network that you're part of. It helping you achieve your vision. Write down any and all those people right now. Next, let's look at your education expertise. What would you like your skill set to look like 10 years from now? What certifications, courses, degrees, or books? Well, you have read, achieved, or realized. Write those down. Next. Think back to the subject you wrote earlier in your mission statement. Who is that person? Perhaps it's an ideal client. Perhaps it's someone or something else, either way, who's showing up on your calendar when you go to work ten years from now. Next, let's look at your service model. Who your clients, what are your clients? What's your team, your family going to experience when they integrate with you? 10 years from now? How will you service them? Write down what that looks like? And finally, let's take a look at your life role integration. How will you achieve your whole person integration so you can enjoy your life, your career, your relationships more. Do you remember the bucket list from step 0? This is the portion of the bucket list that you'll have done within the next 10 years. So go ahead and write that down now, pause the video if you need more time. 68. Activity Step 3 Create Your Principles: Step three, create your principles. Are principles are the ethical guideposts we plant that help us make decisions in alignment with our best selves. Now in the following exercises, we're going to discuss and identify three types of principles or values for you. Identifying and understanding your values. It's a challenging and important activity since your values are fundamental to who you are as a person in who you aspire to be in life. By becoming aware of your values, you can better use them as an inner GPS to guide you to make better decisions and live your best life. Again, what we're gonna do is have you do this step for yourself. You can learn the process and this will make it a lot easier for you when you're coaching your clients in the future. So there's three kinds of principles or values. The first are your core values. Now there's a huge universe of positive principles that might be present in our lives. But only a few that are key differentiating factors that separate us from other people. These are known as our core values and they're ingrained in our lives. They define who we are when we're at our best. Take a look at the principle word table in step 3 of the activity in your workbook and on the screen, identify and then prioritize three to five values from the principal word table that you feel are your core values. Pause the video if you need to in order to identify your three core values or principles or more from this table. The second kind of principles are what I call pay to play values. And these are other values that we may exemplify, but they don't necessarily differentiate us from other people. These values are more commonly held values and it'll be known as your pay to play values because without them, ultimately, success at the level you desire is unsustainable. So take a look at the principle word table in step three of this activity in your workbook and on the screen. So identify three to five values from the principal word table that you feel that your pay to play values. Pause the video if you need to in order to identify your three core values or your principles, pay to play principles from this table. Now the next kind of principles are what I call aspirational values. And these values are not innate, but they're ones you seek to incorporate in your life. You aspire to have them, but you may not fully embrace them yet. So take a look at the principle word table in step 3 of the workbook. And in this activity and on the screen, identify three to five values from the principal word table that you feel are your aspirational values the ones you aspire to have in your life. 69. Activity Step 4 Identify Your Strengths: Step 4, identify your strengths. Research shows that the majority of people do not make full use of their talents and gifts at work. And in life. In fact, only 1 third of people believe they use all their strengths at work and in life and are contributing to their organizations or their career in a positive manner. These exercises that we're about to do are going to clarify exactly what your strengths and weaknesses are. And to help you inventory how much time you're spending doing those things that make you feel strong and give your performance and edge. Again, what we're gonna do is have you do this yourself so that you can learn the process. And then this is going to make it easier for you to do this for your clients as you coach them in the future. People who use their strengths at work or in life are more inclined to be engaged AND function at superior levels. Discovering how to lead with your strengths will help you set an example for others like your clients, and will also help you attain your maximum potential as a coach and a leader. Whatever you do in your life. You can find your strengths and your weaknesses by completing the following sentence. I feel strong, energized and effective when I blank. Now you can come up with three to four strengths for yourself. When you do examine your strengths statement and identify specific steps you can take to move in the direction of utilizing your strengths. Use what you've learned from the statements you just made. If you pause the video to identify opportunities within your organization, your life, you're coaching where you can utilize your talents than make you feel strong and powerful and allow you to make a greater contribution. Really take some time, think about this now. 70. Activity Steps 5 and 6 Select Your Target Market: Step five is to select your target market. What kind of clients and people truly boost your energy when you work with them? Again, what we're gonna do is have you do this for yourself so you can learn the process and make it easier for you to be able to coach your clients on this in the future. That's the key. I get energy out of working with people who blank. You can come up with up to three types of people that you like to work with here in your career, your business, or your life. And then step 6, create your business process. So what toolbox are you going to bring to your life, your career coach in your business? What are you going to do? What is it that your, what is it that you do? Your process represents the proprietary steps you will take to ensure you provide the most value and deliver the best process and product to your target audience. So what is your process? Write it down in step 6 and the activity. If you're not sure, this book could be a guide for you. 71. Activity Step 7 Create Your Three Year Goals: Step seven, creature three year goals, it's time to bring your 10-year vision closer to you. If you're on your life journey with a clear mission and you're reaching your three year goals or picture. That puts you in alignment with your 10-year vision that we talked about earlier. Again, what we're going to have you do is we're going to have you build your three year goals as a coach or whatever it is in your life. So you can learn this process and make it easier for you to do this for your clients in the future. So to create your three-year stretch goals start by breaking your 10-year vision down to where you are right now, if you just keep doing what you're doing, where will you be three years from now? Then? What's a goal just outside your reach, just beyond what you're currently doing. The answer to that question will be the beginning of a realistic stretch goal. And then describe your three year goals using the steps on the screen. Let's start with your revenue and profitability. How much money are you bringing in the door three years from now? Think about this. That's your revenue per year and what are you taking home three years from now, that's going to be your profit per year. Write those numbers down in step 7 to the activity in your workbook. Next, think about your team makeup. How many people are on your team and your career or life that you have three years from now. This could be employees you work with, team members that you have hired, or members of your family or friends network that are a part of who you have in your life and achieve and helping you achieve your vision. Write down any or all of those people. Now, next, let's look at your education and expertise. What would you like your skill set to look like three years to know what certifications, courses, degrees, or books will you have achieved or red, or realize three years from now? Write those down next, think back to the subject you wrote earlier in your mission statement. Who is that person? Perhaps it's an ideal client, coaching client. Perhaps it's someone or something else. Either way, who's showing up in your calendar three years from now when you go to work each day. Next, look at your service model. What are your clients, team, or family we're going to experience when they integrate with you and your coaching practice or whatever other business or life you have three years from now, how will you service them? Write down what that looks like. Finally, let's take a look at your life role integration three years from now. How will you achieve whole-person integration so you can enjoy your life career relationships more three years from now. Remember the bucket list, this is that portion of the bucket list that you'll have done within the next three years. So go ahead and write that down now and again. Pause the audio if you need more time. 72. Activity Step 8 Create Your One Year Commitment: Step eight, crates your one-year commitment. Again, what we're gonna do here is to have you do this step for yourself so that you can learn the process and it's going to make it easier for you to do this for your clients in the future. So for you to be on target for your three year goals as a coach or whatever else you want to do in your life or business that you just created. What has to happen in one year for you to feel good about your progress? The answer to that question for you is determined by your one-year commitment. So right now, describe your one-year commitment using the steps on the screen. Let's start with revenue and profitability. How much money are you bringing in the door one year from now, that's your revenue per year. What do you take it home one year from now, that's your profit per year. Write those numbers down right now, step eight of the activity in your workbook. Next, think about your team makeup, how many people are on your team and your career or life that you have one year from now. Again, this could be employees you have any year, can be team members. You have any year that you've hired or members of your family or friends and your network one year from now, write down any or all of those people now. Next look at your education and expertise. What would you like your skill set to look like one year from now? What's certifications, courses, degrees, or books where you have red, achieved or realize, write them all down now pause it if you need more time. Next thing back to the subject you wrote earlier in your mission statement. Who is that person? If it's an ideal coaching client, perhaps, perhaps it's someone else either way, who's showing up in your calendar when you go to work every day or when you live your life one year from now. And then look at your service model. What are your clients, perhaps you're coaching clients or your team or your family. What are they going to experience when they work with you a year from now? How will you service them? Write down what that looks like now? And finally, let's look at your life role integration one year from now, how will you achieve whole-person integration? So you can enjoy your life, your career, and your relationships a year from now. So that bucket list we have from step 0, this is the part of the bucket list you'll have achieved and done within the next year. Go ahead and write those down now and again. Pause the video if you need some more time. 73. Activity Step 9 Create Your Quarterly Building Blocks: Step nine, set up your quarterly building blocks. The quarterly building blocks are three commitments you aim to accomplish in the short-term, IE, the next three months. If you do them this quarter, they'll put you in line with your one year commitment. Now again, what we're going to do is have you do this step for yourself so that you can learn the process so that it's easier for you to coach your clients in the future. But this is also very cool for you because your quarterly building blocks can focus on any of the pieces to your one-year commitment we discussed earlier. So pause this video if you need to and write down the one to three commitments that you're willing and able to make over the next quarter, the next three months through which your organization, your life, your coaching practice will make forward progress. Really think about these as these are big for you. These are your goals that you'll be setting over the next three months. 74. Activity Step 10 Describe Your Playing Field Reality: Step ten, describe your Plainfield reality. Your Plainfield reality represents the challenges and opportunities you have right now on your path to achieving your goals and vision. What are your current challenges or issues that are getting in the way of achieving your goals. Pause this video if you need to and write down the one to five current challenges or issues that are getting in the way of achieving your goals. Then when you're ready, Think about this. What are your current opportunities that can help you achieve your goals? Again, pause this video if you need to and write down the one to five current opportunities that can help you achieve your goals. Congratulations, if you're done with all 10 of these steps from the activity of this chapter, you've taken a huge first leap toward running your own race by competing against the best version of yourself. You've learned to create the best version of yourself. And then you're going to set goals to achieve it. And you can now identify the behaviors and activities that you're going to do on a monthly, weekly, daily, and even hourly basis to ensure you have the opportunity to come back and do this business tomorrow. So great job. More importantly, you now have the know-how to help your clients go through this exact same process. 75. Lead Clients to New Breakthroughs and Transformations: I'm going to show you how to lead your clients to new breakthroughs, revelations, and transformations in their lives. So you can coach them a well into the future. Well, once you've gotten this far in this program, you're ready to get into the actual traditional coaching that most people think of. When they think of coaching, think about where we are in the big picture. You've already done all of the following tasks. One, you've set up a complimentary coaching call. You facilitated a complimentary coaching call. You'll learn how to do that by the way, in the other sections of this chapter of this program, number three, you've discovered deeper client insights. The PPP for you've cleared the path that coach the client and the PPP. In five, you've clarified the action strategy, the MVP, you've got everything in place to start coaching the client into perpetuity. And so it's at this point that intuition needs to take over as each clients very different and will require very different things moving forward. And at this point I always say it's time to plan to be an inspiring coach. In other words, there's a coach if you have the necessary framework and tool belt that you need when you need it, you can coach anybody on anything. That's what this chapter is all about. And to do it, there are three key categories of tools that every good inspiring coach absolutely needs in their tool belt to be incredibly successful. First, you'll learn how to address the right coaching goals for your clients well into the future. Second, I'll show you my favorite coaching questions and you'll learn exactly when to use them. In third, you're going to learn how to apply the right coaching tools to your clients in the future. Now before we get started with the crux of this chapter, I want you to know something really, really important about the chapter itself. You will apply this chapter again and again. The techniques and tools you will learn in this chapter will apply to nearly all of the subsequent sessions that you have with your clients with perhaps the exception exception of additional time spent on the MVP and the PPP that we already discussed in previous lessons in this program. So if you'd like to learn more about those, please go see those previous lessons. And therefore, you're going to be coming back to this chapter again and again with your clients as new goals and challenges come up. 76. Address the Right Coaching Goals: When you get to this stage in the coaching process, you already know what the client's goals are. You know, the client's short and intermediate goals from the PPP process. You know, the client's long-term mission, vision and 10 year goals from the MVP process, it's now time to determine which goals you want to focus on in this particular coaching session. So it's going to help to get started if we knew which goals come up again and again for client after client. The good news we do in this particular section of the lesson, I'm going to share with you the most common goals that clients have. Now there are multiple different categories of goals for clients. I'm going to start with a general category. Specifically, I'd like to share with you the 30 general goals for a coaching relationship that most clients will fall under. These general goals are for clients who are either owning a business or work in a business where they're looking to grow their business or their business relationships or both. Now why would you want to know these goals? Well, this will help you when you coach people like this to be ready for that. If you know the goals your clients are likely to have, you can better prepare for when they do. You can align them with your preparation and your resources. You can even suggest them if they're sharing their problems and their opportunities in their challenges. So without further ado, here are the 30 general goals for a coaching relationship. Number 1, a provability to lead the team more clearly, to increase prospect and capabilities including language and process. Three, manage time more effectively, achieve activity numbers. Still get home on time for become more organized with the job. So I feel more on top of a business. Five, clarify my vision for the business both long and short term. Six, better understand my mission to be energized beyond just survival. Seven, Find My Life role balance while still maintaining my business productivity. Eight, move up the market through more effective marketing. Nine, improve my self-care, exercise, weight loss, sleep, nutrition without losing focus on the business. 10, recruit, hire and train a new associate to allow better focus on the highest and best. 11, begin recruiting requirements without losing productivity. 12 improves sales language. Ron prospecting approach, closing referrals. 13, work more cohesively with other people. 14, evaluate whether to go into next steps in leadership. 15, discover better ways to manage time with my children, my family while maintaining production. 16, maintain and improve relationships with other people. 17 come across as inviting and collaborative. 18, improve workflow within the team and enhance communication. 19, develop meeting processes that are more effective, providing clarity and ownership. 20, increased levels of initiative of team players. 21, evaluate role clarity, enroll ownership. 20 to help me and my family grow spiritually. 23, grow and technical expertise in credentials while maintaining my life, practice and family. 24 group grieve a loss without losing myself. 25 add the responsibility of being a mom and dad apparent to practice while thriving in both. 26 deal more effectively with stress. 27, explore growing in other areas of business. 28 developed teams for growth and succession. 29 have more margin in my life. 30 have a better balance at home and at work. Now it may help as you're looking at these general coaching goals, to know that we can put them into nine major categories. Let me show you these. There are two key communication skills goals clients have. One is to increase prospect and capabilities including language and process. And the second is if the client is in business to improve sales language around prospecting, approach, closing and referrals. If your clients are in marketing or sales, there are two key goals they may have. One, they want to move up the market through more effective marketing. And two, they want to develop meeting processes that are more effective, providing clarity and ownership for clients that are interested in organization and team design. Recruit that one of their goals might be to recruit or hire, train, and new associate to allow better focus on their highest and best. And others to move into integrated practice from primarily a core product or improve workflow within the team and enhance communication or elevate their role clarity and ownership. Or explore purchasing other books of business or developing ensemble or Teams or growth or succession. For those clients that are interested in organizational skills and work balanced skills, they might want to manage their time more effectively to achieve activity numbers and still get home on time. They might want to become more organized with jobs so they feel more on top of their business or game. They might want to find their life role balance while still maintaining business productivity or deal more effectively with stress. For any clients that are leaders of yours interested in leadership skills. One goal they might have as to improve it or the ability to lead their team more effectively are clearly, are increasing the levels of initiative of each of the players on their team. Any clients who have a team of people they work with will need delegation skills specifically, how to work more cohesively with their team is a big one for them. For clients who have a family or a marriage or relationships, they often want to know how to discover better ways to manage their time with their children or their family while they maintain production in their business. Or how to grieve a loss without losing themselves, or how to add the responsibility of being a mom or a parent or a dad to their business while thriving in both. Other clients will have formal learning goals such as how to grow and technical expertise in certain areas, or game credentials while maintaining their business or their family. Almost every client at some point needs to work on emotional intelligence in character. They might want to maintain and improve their relationships with other people. This might be a big one for them or come across as inviting and collaborative. Those are just some of the emotional intelligence goals they'd have. Again, nearly every client will be interested in health wellness and diet. Goals like improving self-care, exercise, weight loss, sleep, nutrition without losing focus on their business or life. And as we saw in the last lesson of this program, clients truly need to focus on their mission, their vision, their purpose, their strengths, such as clarifying their vision for their business in life, both short-term and long-term. Better understanding of their mission to being energized beyond just survival. Just a couple of the goals him, I have another common goal for categories, for spiritual or religious goals. Many clients have said, helped me in my family grow spiritually. Finally, there are contract alignment and optimization goals that some of your clients might need to begin with recruiting without losing productivity. Or they might want to evaluate whether to go into the next step in leadership or an accompany all of these goals. Who has a lot on? It's a lot of goals. So why did I show you all these goals will, because knowing these goals generic is there might be, is critical to helping the clients that are stuck and need help. How well it helps them determine which goals to work on each quarter. They're 12-week year, great book by the way. Remember that each quarter the clients will be revisiting their MVP and in turn, their goals to determine what the focus their quarterly building blocks on for that 12-week year when you know what these possibilities are and there's a lot more, but this is start. It makes it that much easier to help them identify those goals. So once you have all these goals, what do you do with them? Once you get into coaching sessions 456 with your client and beyond, you're going to need a template and you can use from then on out for any call you could have with them outside of a PPP or an MVP call. You will find that template independence I of this workbook. And we're also going to discuss how to use it at the end of this lesson. So stay tuned. But for now, I just want you to know that some common types of goals clients may have when you coach them. 77. Activity Address the Right Coaching Goals: Okay, it's your turn in an activity to address the right coaching goals for your clients. You've just finished the introductory call, call with them with seven clients. From those goals, you have obtained 21 different goals from those southern clients. What you're going to see on the screen in a moment, and which are also in the activity in Chapter 5 of your training workbook. So here are the different goal categories. If you recall from this lesson. Communication skills, marketing skills and process, organization and team design, organizational skills and work balance. Leadership skills, delegation skills, family, marriage, relationships, formal learning, emotional intelligence and character, health, wellness and diet, mission vision, principles, spiritual and religion, contract alignment and optimization. And here are the different goals for your seven clients that they came up with in this activity. In your introductory calls with them. Number one, communicate with clients more effectively from phoning the meetings to speak in, in groups and in front of offices. Number 2, to build a long-term loving relationship that gives each of them a sense of fulfillment that goes beyond money or success. Number 3, harness and grow my huge potential with a personal life plan that impacts the business and takes me to another level. Number 4, I want to reach my potential as a frontline leader developing a strong female presence in the network. Number 5, grow a successful business. It's based on realizing that vision. Number 6, maintain a healthy balance, confidence, and vulnerability in her life based on commitments that she's passionate about, including family and faith. Number 7, minimize burnout with great time boundaries that allow her to spend more valuable time with ideal clients, Hobbies, travel and family. Number 8, grow finances by saving the way she wants. Clients walk the walk, walk the talk and bring on more staff. Number 9, be a more authentic, courageous female energizer who asks the tough questions and provides greater balance where their health and business. Number ten, become an advocate for himself and get out of his own way rather than beating himself up for making mistakes. Number 11 harnesses feelings and vulnerability to enhance his personal and professional relationships, experiences, development, health, and autonomy. Number 12, build off the strengths of his genuine personality style. Overcoming low follow through in a natural tendency to dismiss things and feel good about what he's achieved, providing greater balance as a father, husband and professional. Number 13 breakthrough in his practice, move off the hamster wheel into his comfort zone with quality inbound clients, fee-based planning and a more structured approach. Number 14, quality team structure with the right people in the right seats, executing on the right vision and meeting larger key goals. Number 15, spending more quality time with family by being fully present in a genuine way with less unwanted anxiety with families, staff, clients, and others in his life. And we're 16, get designations that feed his practice and help clients to view him as the knowledgeable person that he is to work with. 17, pursue the right leadership course and management path that fuels him. And the people that he leads. 18, grow his family and personal life, for example, as kids is real estate in a way that provides he and his wife the most durable fulfillment in their lives. 19 build a focus succession plan for his practice with his son, with the right key players, including another full-time employee. Number 20, maximize the potential of his practice with more revenue, more assets by getting on the phone, getting more referrals and really pushing clients up the level he'd like 21 finish strong to leave a legacy setup for retirement, set the tone for going out on top 20 to lose 50 pounds and get edit consistent workout regime. That's a lot of goals. Don't worry there in your workbook so you can keep track of them all. Okay, Here's your first step. Step one, put each of those 22 goals number one through 22, and the goal categories that we just shared. You'll need your workbook to do this based on which goals you think applies to which category. Step to check your answer which are in the workbook to see which ones you got right. 78. Ask the Right Coaching Questions Introduction: Well, now that you know the coaching goals of the client, you need to ask questions that are provocative in deep enough to shift the energy of the client, their soul searching because they create that aha moment that every great coach is able to create. And they're able to influence how our clients see the world and their frame of reference. Because when clients change how they see things and what they believe to be true, their behavior changes. And this leads to new breakthroughs, new revelations, and ultimately to a transformation in the client's lives. Questions allow us to get at the thoughts, feelings, and actions. And when we use questions to coach the thoughts and feelings, we create a sustainable action as opposed to just offering up a Band-Aid solution that only last a short period of time. Sometimes you need just the right question, just the right time in order to accomplish this. And it's helpful when that need arises to have multiple questions in your back pocket. And this chapter provides hundreds of them for you to choose from. In addition, I'm going to break them down into categories to show you just how to use the list and deepen your questions to get at the core of what's really going on with your clients on before we get into the questions you can ask of your clients, I want to share with you a little something about questions and goals. The reason this question section is here in this chapter, right, between the goals and the tools is because the questions are what are needed to help you as the coach get at the tools that you will either need to recommend as a coach that the client employed a growing their goals and, or to get it the tools that are already inside the client that you'll be able to help coach the client through. Either way. Questions are the key to getting that done. So after this section on questions, we're going to take a look at what those tools are and how you can apply those to each of the goals the client may have that you learned in the previous section of this chapter. 79. Ask GPS Questions: One of the most powerful tools I've ever seen for coaches to use again and again in coaching are called GPS questions. These are questions that very, very much help a client get clear about where she is in her relationship to her vision, what the gap is, and then help her identify actions that will shrink that gap. So here are the five questions you can ask that are fantastic to help the client know where they are and where they want to go. Number 1, What's great about this? Number 2, what makes a great three? What would be ideal for what's not perfect yet? And five, what resources do we have to make itself? Now, even though we've covered these five questions earlier in this program, I'm gonna do it again. Why? Because first, it's one of my absolute favorite techniques to do with clients. But second, this is something that works really well at the start of a client coaching call, particularly after they've shared something with you that's happening in their life, their business, their family. And then the third reason is where some clients happen to be at is that they have to get a good positive energy twist from what's going on in their life. They may be negative at the time. They may be thinking negative, they may be talking negative. There may even be acting negative in a way that's opposite of what they said they value. So in this case, one of the best tools to use to get that positive twist is this five questions technique. Let's take a look at this on your screen. Here's how it works. When a client shares something with you. The first question you would ask is this. What's great about this? Then, after the client tells you what's great, you then ask the client what makes a great? Third? After saying What Makes a Great, you would ask the client what would be ideal forth after they shared what would be ideal, you would ask what's not perfect yet. And finally, after the client tells you what would be ideal and what's not perfect yet, you would ask, what resources do we have to make itself? I've found these questions to be almost magically effective. So let me give you an example to help you see this. Suppose your client shares something that happened, maybe even something bad, like they lost a client last week. You might say, coach. What's great about that? You see you're trying to teach somebody how to think and shift their thinking. If somebody wanted to really get into that, the psychology of this, then that does come from a great book, breaking the rules by Kurt, Right? Removing obstacles to effortless, high performance. But if you feel like you can teach them in ten minutes, Ninety-five percent of the value that you think they'll get. If you assign them a seven-hour book or resource, then you can just do that. So then after their shared, what's great, you can ask them what makes it great? And after it's sharing that, you'd say what would be ideal. And this is where the breakthrough starts to happen. That's because when you follow it up with what's not perfect yet, you actually find out more goals to coach to. And finally, when you ask, well, what resources do we have to make it so you can start to innovate real solutions together. Very cool GPS questions. 80. Ask Empowering Questions: Empowering questions are powerful, open-ended clarity seeking, probing, challenging, thought-provoking, future directed, solution oriented questions. The cause a person to search for answers and new possibilities. And I'm going to share with you my favorite 42 empowering questions you can ask your clients during your coaching session. Why 42? Well, for one is Jackie Robinson's number one of my favorite baseball players of all time. And the second reason is that it just worked out that way. Either way, I want to actually say each of these to you out loud. And as you see them on the screen, as I do this, I want you to imagine that you were actually hearing these as a client. Well, would you be thinking what would you be feeling as you heard each of these questions? It'll be powerful for you to do this exercise. So to set the stage prior to each question, imagine you, the client just told me something challenging or opportunistic are problematic in your life. Here we go. Number 1, what can you do about that? Number two, what about that makes it work? Number 3, what other choices can you make? Number 4, What's another way to look at that? Number 5? How can you reframe that to help you move on? Number 6, What's your next step? Number 7, please remind me of how you're able to do that. Number eight, what did you learn from that? Number nine, What will you do the next time? Ten, what works well, allowed, and what's really bothering you about this? 12, what do you think the main challenges? 13, What's stopping you? 14, What do you want to experience? 15, how will you demonstrate that your commitment, etc. Is there 16, how you be able to live with that? 17. What would that cost you? 18. What do you need to get that done? 19. How can you find out more about that? 20, How do you think it'll work out? 21? What do you need to do less of 22? What about that fits into your purpose? 23. What part of that relates to your dream? 24, 1 and 2. Like what? What don't you like about that idea? 25? Why do you have to think that over 26, What's holding you back from experiencing that? 27, what's draining your energy away from that goal? 2008, when your life is distracting you from achieving that? 29, what would it take for that to happen? 30, if you had all the time, energy, and money to achieve your goal, what would you do? 31, if you were to experiment with a new way of responding? What's one possibility? 32, What is a way you can look at this situation in a different way to help you move forward. 33, what would you do if you weren't afraid? 34, what do you want right now? 35, what do you need right now? 36, what do you think is the biggest challenge right now? 37, in what ways are you willing to stretch yourself? 38, what action will deepen your learning about this? 39 by working through this challenge? What do you saying yes to 40? By working through this challenge, what do you say no to? 41? What do you want to experience? And 42, what do you want to learn? Those are the top empowering questions you can ask your clients in your coaching calls. And I can tell you, they just flat work. 81. Ask Evaluating Questions: A coach must be able to evaluate whether the client is making progress or not. In this way, the coach can evaluate, inspire, and allow the client to see his or her progress. This is particularly helpful when a client has a slowdown period. The coach and the client evaluate the client's progress based on already established progress between the coach and the client criteria. Now the first type of valuating questions are those that help establish the criteria in the first place. Remember, the coach and client evaluate the client's progress based upon already established criteria between the coach and the client. On the screen you will see the top four criteria questions you can ask your clients during your coaching sessions. As I read these out loud, imagine your client has just shared something very cool, interesting, intriguing, exciting, or just plain factual in her life. You could respond with one of these criteria questions. One, how will you know when you've been successful with that too? What will have happened so that you would say this worked three. Please give me a picture of that goal. For what kinda milestone do you want to set up that will help you now that you're making progress. Now these are great questions, so great that I hope you wrote them down. If not pause it, or at least storm in your workbook because in a moment I'm going to share with you 71 additional different evaluating questions you can use with your clients. Now before I do, I want to remind you of something. It's the ultimate way to establish criteria. Do you remember the MVP document that we built and worked through in Chapter 4 of this program. And in your workbook that we showed you on both the screen and in Appendix H of your workbook. Well, this is the ultimate tool to establish criteria with the client MVP. It allows the client to anchor that into some more compelling big vision of what's important to the client and why that is. With that being said, once the client has the criteria, a coach must be able to evaluate whether the client is actually making progress or not. That's why we need to look at the top evaluating questions you can ask your clients. Now there are actually 71 of them and I'm going to share them with you on the screen. And they're also in your workbook. Why 71? Well, that's the year I was born, so I thought it was a good number. Now with these questions, you, the coach can evaluate, inspire, and allow the client to see his or her progress. Before I show these to you, I want you to imagine a client just shared with you a thought problem and opportunity and challenge a struggle or an issue. These, these questions are going to help the client to evaluate that. So here they are, the top evaluating questions you can ask your clients during your coaching sessions. One, what does your intuition tell you to? Where do you believe that thought comes from? Three, where will that lead for? What will you get out of that? Five, how much time will that take? Six, give me another way to look at that. Seven, what's your backup plan? Eight, how can you make that more fun? 9, what are the benefits in that? Ten? What's your game plan? 11, why is that important to you? 12, what value is that? Is that is that to you? 13, how can that help you? 14, How would you feel if that happens? 15, if you could redo that, what would you do differently? 16, how will you celebrate your victory? 17. What do you really mean by that? 18, What's the worst thing that could happen? 19. How do you feel about that? 20, How does that look or sound to you? 21, that doesn't work. What else could you do? 22, how does that idea sound you? 2003, How does that fit into your plan? 24, what seems to confuse you? 25, what scares you about that? 26, what happened next? 27, if you were to change a bit, what might occur? 28, How would you have to change your thinking in order to do that? 29, what belief system are you coming from? 30, what limiting belief could be holding you back? 31. Where do you think the blind spot is? 32. How would you try? How would try and that feel to you? 33, what do you think about that? 34, How do you feel about doing that again? 35, What are you tolerating? 36, what do you Who are you when you do that? 37. How does or doesn't that fit into who you really are? 38, How would that contribute to the world? 39. What about that makes a real statement for what you stand for? 40, how does that idea fit in with your values? 41. How did that work for you before 42? When is there a gap between who you are and who you really know yourself to be? 43. What really excites you about that? 44? What do you unwilling to tolerate any longer? 45, what keeps you going? 46, wiring things worse. 47, what is it that you'd really resisting? 48, what do you want willing to give up? 49? What expectations do you have about that scenario? 50, hot, what will happen if your expectations are not fulfilled? 51, where are you limiting yourself? 52, how can you stretch yourself there? 53. When are you able to bite the bullet to get things done? 54. What will recharge your batteries? 55. Why do you describe that as a need? 56. How does that have meaning for you? 57. What if you do and what if you don't? 58, where you just settling? 59, what makes you laugh? 60, what do you need to do more of 61? In what ways is this approach affecting you? 62. And what ways is this approach serving you? 63? And what ways might this approach be limiting you? 64? What do you tolerate it? 65, what do you unwilling to give up? 66. What do you know to be true? 67, What is it that you are really resisting? 68, what is the best thing that could happen? 69, what's the worst thing that can happen? 70, what's your current approach cost in you? And 71, what seems to confuse you? Now before we end this section on evaluating questions, I'd like to share with you what to do with clients when things are slow. This comes up a lot for coaches when helping clients evaluate things. There will be times when your clients go through a slowdown period. And when they do, these ideas will really help lift them back up. Getting back on track. Coach, I can see how you might feel that way. I really must congratulate you on what you've already accomplished in such a short time. Then you, the coach can list the client's accomplishments, which is an easy task if you've kept good records. Here's another great response to a client who's down. Coach. Yes, that's normal, but let's not forget the fact that you are able to do this, this and this. Again, you, the coach can list the client's accomplishments out, which is an easy task if you've just kept good records. Just remember these two things. When your clients are struggling, where your clients are down. 82. Life’s Top Ten List Questions: Sometimes you're going to need and want questions to ask your clients that pertain to a specific area of their life. Now recall there's ten major areas of each client's life that are broken out into life's top 10 list. These include health, family, friends, personal growth, love and romance, religion, career, job and business, environment, money, finances, fun, hobbies, and recreation in all of these 10 areas of life are critical for both the coaching client. What's more for this session? There's multiple questions you can ask for each of the life areas. So let's dive into each category and take a look at some of my favorite seven questions you can ask your clients for each one. As we do this, I would encourage you to follow along in your workbook and either highlight star, write down your favorite three to five questions for each category so that you can use them in your next coaching call with your clients. Here are the top questions related to fun, hobbies in recreation that you can ask your clients during your coaching sessions. Number one, on a scale of one to 100, How much fun or you haven't in your life. Number 2, wonder you the most fun. Number three, why do you think that you're not having more playtime in your life? Number 4, if you won 10 million bucks, what would you do for fun? Number 5, Who are the people in your life that you have the most fun with? Y? Number six, what obstacles are preventing you from doing a fun activity? And number seven, why does fun fall to the bottom of your list? Here are the top money financed questions you can ask your clients during your coaching session. Number 1, what is financial independence look like for you? Number two, how do you currently manage your finances in money? Number 3, what motivates or drains you about money? Number 4, what would you need to do to save more money? Number five, how satisfied are you with the amount of money you have in your life right now? Number six, how would your life be different if you met your ideal financial goals? Number seven, what holds you back from achieving your financial goals? Now here are the top Environment questions related to creativity and self-care. You can ask your clients during your coaching quite sessions. Number one, what makes you feel creative? Number two, when do you not feel creative? Number three, how could you express yourself creatively? Number four, how are you doing with taking care of yourself? Number five, what do you need more of in your life? Number six, what boundaries can you set in your life to take better care of yourself? Number seven, how can you feel refreshed each day? What would have to happen? Here are the top career job in business questions you can ask your clients during your coaching sessions. Number one, what would you do with your career if you could make a living in anything? Number 2, what about your current job? Do you enjoy? Uh, how do you limit yourself there? Number 3, what are your career strengths when you're at your best? Number four, what are your favorite hobbies? Number 5, how can you link together your mission? Earning money? Number 6, What's stopping you from having the career you always dreamed of? Number 7, what is the optimal workplace look like for you? And here are the top religion or spirituality questions that you can ask your clients during your coaching sessions. Number one, what is spirituality, religion mean to you? Number 2, what do you feel is going well and are missing from your spiritual life? Number three, what are your next steps in your spiritual life? Number 4, what are your top three spiritual goals? Number 5, how can you express your faith in your life? Number 6, how do you think you can let your spiritual light shine? Number seven, how can you show and give gratitude each day? Here are the top friends and family questions you can ask your clients during your coaching sessions. Number 1, what realistic and unrealistic expectations do you have for this relationship? Number 2, which relationship would you like to improve the most? Why? Number three, how do you feel secure and vulnerable in this relationship? Number 4, what are the top three things you want to change the most about the relationship? Number 5, what prevents this relationship from becoming successful? Number six, what are the things you do that prevent this relationship from being successful? Number 7, where do you hold back from this relationship? Here are the top health and fitness questions that you can ask your clients during your coaching sessions. Number one, what is your ideal when it comes to health, weight management and exercise? Number 2, what would you need? What would need to happen for you to live this ideal? Number three, what is your normal exercise routine look like? Number four, what do you think triggers you to eat when you're not hungry? Number five, in what ways does your stress correlate with your eating and exercise patterns? Number six, what would a reward system look like for you to support your health? And number seven, what are your thoughts about aging? Here are the top love and romance questions you can ask your clients during your coaching sessions. Number one, what is one relationship you'd like to work on? Number 2, what would you like to see happen in this relationship? Number 3, what can you do to improve this relationship? Number 4, which of your needs are not being met in this relationship? Number five, what are your favorite things about this relationship? Number six, what things would you like to change in this relationship? And number 7, what expectations do you have for the other person? Now here are the top personal growth questions you can ask your clients During your coaching sessions. Number one, what are your dreams and aspirations? Number two, what do you like best about yourself? Number three, what do you like least about yourself that you'd like to change? Number for? Who are the people you look up to the most in your life? Five, what habits in your life would you most like to keep? Change? Six, what makes you feel most fulfilled in your life? Seven, what are your top values and beliefs that drive you? 83. Activity Ask the Right Questions: It's your turn to ask the right questions during a coaching call. Step 1, read through all the questions throughout this section of Chapter 6 and that you just saw on the screen. Step to select ten of your favorite questions from all of the lists. Step 3, find a partner in role-play a coaching session using these 10 questions as your guide. Step 4, repeat steps 2 and 3 for 50 more questions of your choice. 84. Apply the Right Coaching Tools: And now that you know the goals of the client and you've asked the right questions to help them find new breakthroughs in new revelations. It's time to employ the tools as a coach salt, and that will ultimately lead to a transformation your clients lives. Let's take a look at each of these tools and help you as a coach, find the right resources for you, for each of the goals that each of your clients have. Now everybody wants to know the magic book list of all the books that a coach can and should recommend to clients. I've created a version of such a list and it's coming up in this video and it's based off the suggestions of all the gurus that I've worked with over the years from leadership, clients, executives in numerous coaching gurus and the like. This is a shortlist. There are certainly many, many more books and resources available, but this is a great start. So let's take a look at the list first, and then later on we'll talk about which books would apply nicely to each of the goals that your clients may have. Here are the top general book resources for your clients that you can share during your coaching sessions. Now as I'm reading this list, you can follow along in your workbook in session five or six. And as a result of this, as I read these titles, which took me years to compile, by the way, I want you to write down the ones that you're particularly interested in. Here we go. Seven Habits of Highly Effective People by Stephen Covey. Get out of your own way. By Martin Golson, the strangest secret by Earl Nightingale, the founder and the force multiplier by Adam Horrigan were author and Halley Warner, Think and Grow Rich by Napoleon Hill, Drive by Daniel Pink To Sell Is Human by Daniel Pink. Start with the Why by Simon Sinek. Leaders Eat Last by Simon Sinek. The new common denominator of success by Albert gray. The War of Art breakthrough blocks with your inner creative by Steven Pressfield, David and Goliath by Malcolm Gladwell. Good to Great. By Jim Collins, The Power of Vulnerability by Bernie Brown. Daring greatly by Bernie Brown. Men, women in worthiness, by Rene Brown, Women in shame by Bernie Brown, the gifts of imperfection by Bernie Brown. I thought it was just me by Bernie Brown. Loving What Is by Byron Katie dream manager by Matthew Kelly, behavioral investment counseling by Nick Marie, gathering assets by Nick Murray. The game of numbers by Nick Mary. Simple wealth, inevitable wealth by Nick Murray. The New Financial Advisor. By Nick marry the excellent investment advisor, nick Mary. Now discover your strengths by Marcus Buckingham, Getting Things Done by David Allen, peak, by Chip Conley, emotional intelligence by Daniel Goleman. Emotional Intelligence to 0 by greaves and Bradbury, rhinoceros success by Scott Alexander, the 12-week year by Joe more in micro-lending, eaten the Go Giver by Bob Berg and John Mann, tax-free wealth by Tom, we'll write Five Dysfunctions of a Team by Patrick Lynch Cianni, the power of full engagement by Jim lower and Tony Schwartz. The only way to win by Jim lower, the richest man in Babylon, by George class in organize tomorrow, today by Jason SELC. How to Win Friends and Influence People by Dale Carnegie, rule the room by Jason tick, the power of purpose by Richard lighter, relentless by Timothy Glover, Timothy Grover, leadership the inner side of greatness by Peter cost and bomb. Powerful conversations by Phil Hopkins. Marketing tactics of elite advisors prepared by Mac OS. Actually, selling is not about relationships by Matthew Dixon and brand Adamson. The Challenger Sale by brand Adamson and Matthew Dickson. The challenge or customer by Brent Adamson and Matthew Dixon, better than before by Gretchen Rubin. Blue Ocean Strategy by W Chan Kim, creating lasting change by Tony Robbins. Money by Tony Robbins, can't hurt me. By David Goggins, awaken the Giant Within by Tony Robbins. First, break all the rules by Marcus Buckingham. Positioning the battle for your mind by Al Ries and Jack Trout. The lies we believe, by Chris Thurmond, self therapy by jail early, the meaning of marriage by Timothy Keller, the reason for God by Timothy Keller, the product will God by Timothy Keller, counterfeit gods by Timothy get Keller prayer by Timothy Keller, prayer by Philip II ansi, the power of praying together by stormy on Martian and Jack Halford. Success through a positive mental attitude by Napoleon Hill, the greatest salesman in the world by augment Dino, the One Minute Manager by Ken Blanchard. The One Minute Manager Meets the Monkey by Ken Blanchard, leadership and the One Minute Manager by Ken Blanchard. What got you here? Won't get you there. By Marshall Goldsmith, Book Yourself Solid by Michael Port, The Alchemist by Paulo Coelho. Why isn't always about you by Sandy hotkeys, children of the self-absorbed by Nina Brown. The challenge or customer bribed Brent Adamson, matthew Dixon, better than before, by Gretchen Rubin, Blue Ocean Strategy by W Chan Kim, creating lasting change by Tony Robinson, Tony Robbins. And all of these books, by the way, awaken the giant by Tony Robbins. First break all the rules. We talked about that one by Marcus Buckingham. The, all of these books that you are seeing on the screen right now are just ideas. They're just ideas that you can use with your clients when they start to have goals. And when they start to need to have a resource that maybe could share something more than what you could share. Powerful, powerful things. So as you read this, I'm gonna give you a few more as we go here. They're going to be things that you can add to your list, continue to add to your list as you go through this at it more and more every single day. So that eventually you've got hundreds, thousands of these things as you go through this. So here we go. I'm gonna give you some more things. By the way, as we go through this, I'm going to put these into categories for you so you can see these. But what I wanted to do is start off with just a generalist. It's, you don't have to go out and buy all these books by the way. But what I do want you to do is to start to think about, okay, which books do I want to suggest? Maybe I want to get some of these books and listen to on Audible, whatever it is. Start to think about that as you go through the list and really start to think about how am I going to give my clients different suggestions and when would I need to give those suggestions to them again, you can find all of these in your workbook. Another one I like is seasons of life by Jeffrey Marks, the infinite game by Simon Sinek. Every good endeavor by Tim Keller falling upward by Richard R4. And so having this book list in and of itself is a huge plus so that you have our list of resources that you can recommend and work through with clients as new goals come up for them in their MVPs. 85. Engage the Prospect over the Phone to set the Appointment: I'm going to show you how to fine tune the client's mission and future vision by clarifying the mission action strategy of your clients. If you want to get some coaching clients, you're going to need to call them and set up a meeting with them. Even though this isn't easy for most coaches. And the reason is because it's essentially prospecting and coaches don't need to do a lot of this. There's still no getting around it. So before you can even pick up the phone and connect with the client, you first must know your why. And you can determine that by deciding on three key things for yourself as coach. Moving forward with clients, your y is the reason for your coaching projected into the future. It describes a time in your future when your y has been attained. Or it occurs through coaching. It's a statement that is so inspiring and so motivated that others, such as your clients, your family, your team members, while they're willing to do whatever it takes to see that why come to fruition for you? Now there are three ways to determine your why. I want you to write these down with me in your workbook on page 216. First, you want to decide on the group that you desire to impact the most. Second, clarify the impact that you'll make on the world. And third, keep asking why. So let's take a moment right now and think about your coaching practice. Let's determine your just cause which will help you later in this chapter to craft your personalized phoning language, to set up an introductory meeting with the prospects to explore a mutually beneficial relationship. So step one, decide in the group of people you desire to impact through coaching, right that group down. Now, pause this video. If you need more time. Step to clarify the impact you will make on the world, right, that impact down. Now, pause this video if you need more time. Step 3, keep asking why over the course of the next month, write down the exact days and times when you will ask why. Pause this video if you need more time, you will learn three ways in this chapter to pick up the phone and call coaching prospects to start setting and getting clients of your own. First, you'll learn how to make introductory calls to prospective clients. Second, you'll learn how to handle objections from prospective clients. And third, you'll learn how to contact prospects that don't even answer the phone. 86. Make the Introductory Call to Prospective Clients to Set an Introductory meeting: It's time for the telephone call to set an appointment with the prospect for an introductory meeting. This initial meeting is complimentary. It's free. It's designed to see if it's a fit. And as such, you will not be charging the client for this introductory meeting. Prior to the prospecting call, have the person that gave the referral to you send an email or a text in advance of your call. Now that's because the purpose of this call is to paint a picture of what that potential coaching relationship looks like and to secure a future time for that exploratory call. And you're also measuring buy-in with the client as to whether this is a fit or not a fit, right from the get-go. In each of the following sections, you're going to learn exactly how to set an introductory meeting with perspective coaching clients through various key scenarios is very cool. And let's start by taking a look at how to set an introductory meeting from a referral. Hello, This is Chelsea. Hey, chelsea, this is Jason Td at Collin and eye-catching you had a good time. The ASB pretty gun. I'm imagining Steve Smith probably reached out and mentioned that I'd be connecting with you. I do some coaching in the financial industry and I've been doing work with him over a little over a year. And my correct that he reached out. Yeah, he did. Great. Steven, I were doing some work the other day, as he probably mentioned, kinda reflecting back on the work we've done over the past year cell. And he mentioned you or somebody thought would really enjoy and benefit from the type of work we do. And so the reason for my call is to set up a time that you and I might connect and to have an exploratory conversation and see if we might be able to create a mutually beneficial relationship. Okay. So looking at my calendar, I have some time available late in the day on Thursday of this week, I'm thinking at four o'clock or I could also do something early earlier next week. Does Thursday work for you or should we look into next week? Now as you watch that video, there are five very important keys that I hope that you picked up on. I want you to write these down with me, especially, specially if you want to apply these with your prospects and prospecting call. First, you're a coach, not a rookie. Second, you have 0 attachment to the outcome. Third, you're only trying to set the appointment, not selling anything forth. You're just exploring for a fit. It may not be the right fit. Fifth, you'd have a limited number of slots, so there's no law of scarcity here. Your not a rookie, you're not fighting in scrapping to get a sale. You you don't ever want this to be contentious or pushy or whatever. You're a coach, everything you're saying is absolutely true. You'd have 0 attachment to whether somebody becomes a client. You have 0 attachment to the outcome. In other words, you don't really care. Now it's not that you don't care about the other person. It's that you don't care if they become a client or not. Great coaches, like what they do. They just don't ever feel like it's a burden. There are cool with that. When you're making a presentation for this appointment, just recognize that all you're really trying to do is set the appointment. There's none of this selling or selling jargon. You're really exploring the see whether we can create a mutually beneficial coaching relationship with no attachment to the outcome. You're basically just setting an appointment. Really totally just trying to explore. You're totally absolutely fine spending an hour getting to know somebody, hearing what they care about, listening to their dreams and their hopes, finding out what's really working for them and sharing a little bit of insight. Now I may not be the right fit and you're totally fine with it not being the right fit. You have a limited number of slots and some of these people are not going to be the right fit for you. They may want too much hand-holding or they may want something different than what you really want to provide. There's no law of scarcity here. The reality is that there are prospects for coaching and only ten to 40 slots per week on your calendar. Treat it as such. Now, let's start taking a look at how to set an introductory meeting from a live event. Hello, This is Maddie. Hi Maddie, this is Jason td column and my catchy had a great time. Yeah, no, that's great. That's fantastic. I'm following up with the call as we had promised to give you an opportunity to further explore how we might be able to enhance the live experience by developing a mutually beneficial coaching relationships on calling to set up a time that we can do that. Okay. Looking at my calendar, I have some time available late in the day on Thursday of this week. I'm thinking at four o'clock or I could also do something early next week. Does just Thursday work for you or should we look at it in the next week? 87. Activity Make the Introductory Call to Prospective Clients: It's your turn to craft your own personalized phony language to set up an introductory meeting with the prospect to explore a mutually beneficial relationship. Step 1, find a partner if possible, and take turns practicing the role play between a coach and a perspective coaching client on the phone based on a referral to you, the coach. Now remember this conversation is about how you will get someone to join you for a complimentary meeting to explore a mutually beneficial relationship through coaching. And if it helps, go through and insert the names in italics from your workbook to make it easier for you. Step 2, find a partner if possible, and take turns practicing the role play between a coach and a perspective coaching client on the phone based on a live event where you met this prospect. Remember this conversation is about how you'll get someone to join you for that complimentary and meeting to explore that mutually beneficial relationship through coaching. So if it helps, go through and insert the names in italics where your workbook to make it easier for you. 88. Handle Objections from Prospective Clients: When you pick up the phone to call prospects who may be considering coaching. Well, it's only natural that they'll have objections. Pushbacks. Now there are a lot of ways prospects can push back. On this call. It's the prospect's job to push back. Remember, people aren't accustomed to change the view, understand that, and know this is natural, it will help you become collectively handle those objections and attract them even further. In this video, we will see for some of the most common objections. One of those ways prospects push back is when the prospect says it's just not the right time. Now this can manifest itself in a number of ways. Here are just a few. Oh yeah. I've been meaning to call you a Steve didn't send anything. You know, that's really interesting. It's not the right time for me. You know, thanks so much. Steve did tell me. Interesting and it's just not the right time for me to do coaching. You're not catching me at a great time. Okay, Let's take a look at how to handle some of the more common push-back examples that we just saw. We'll start with the first four examples which essentially all revolve around any objection that indicates it just isn't the right time. Now here's what that conversation can look like with a coaching prospect. You know, thanks so much Steve did tell me on interesting is just not the right time for me to do coaching. What Tina, I'm sorry. I probably insinuated something that's just not true. I'm not expecting that this is the perfect time for you to get into a coaching relationship and to tell you the truth, even if it is, I don't know that I'm the right fit for you. Steve just told me that some great things about you, and he thought we may very well be able to create a mutually beneficial relationships. So with no attachment whatsoever to any outcome, I'm just interested in setting up a time that we could communicate. We could explore how we might benefit one another. And this may or may not be the right time even if we did. So with that in mind and no attachment to any outcome. How is Thursday afternoon looking for you? Did you notice as you watch that roleplay, that there's a big difference between whether it's the right time for coaching and whether it's the right time for a call is see if it's a client is ensure whether it's the right time for coaching in her life. Well, then you can use the language we just saw. However, if the client just feels it isn't the right time in the day to have a call. Well, you can just simply say this. Okay, What would be a better time for me to reach back? Another way prospects can push back on the call is to say they already have a coach. Now this can manifest itself in a number of ways. Here are just a few of those ways. I already have a coach. I have a coach I've been working with for a long time that I really love. I have a coach I've been working with for about a year. I'm starting to think about trying somebody else. While it's probably true that the client has a coach, the question is whether that coach is working out or not. Now, since it's the prospect's job to push back because people aren't accustomed to change. It's the coach's job you to find out if that coach is really meeting the client's needs are not. Now here's what the conversation might look like with the prospect. I have a coach I've been working with for about a year. I'm starting to think, how about trying someone else? Were you know what? I'm sure your coach brings a lot of value, in fact, possibly stronger than I am in different areas. We all have our strengths. That's true. So if you're really exploring and you'd like to kind of discover how different coaching might work for you with no attachment whatsoever. I'm more than happy to set up a time to communicate. We can explore it together. Might be a good time, now might be a good time in the future. I'm not attached to anything. If the client says outright that she loves her coach, then it's time to move on. You never want to interrupt a great coaching relationship. It can sound something like this. I'm a coach I've been working with for a really long time that I really love. That's fantastic. Who are you working with? John Doe, That's great. Another way of prospect can push back and the call is to simply say, I'm not really sure if I'm interested. Now of course this is true. Nobody is sure they're interested until they see the benefit. This objection can manifest itself like any of the following. Check it out. All I'm really not that interested. You know what I thought about it and I'm not certain I want a coach. I'm not really sure it would work for me. I'm not really positive of the benefit. Here's how to respond to any of the quote. I'm not sure I'm interested objections. You can simply say, I'm not certain either. We may get together and discover that coaching is not really a great thing for you at this time. And even if it is, I might not be the right coach. With all that being said, I'm totally open to exploring whether we could build a relationship where we can really add a lot of value to you in your practice. With that in mind, and with no attachment to any particular outcome, wins a great time to connect. See the difference. Now, the prospect sees the purpose for connecting. And the coach has removed the pressure by detaching from the outcome. Very cool. 89. Activity Handle Objections from Prospective Clients: It's your turn to handle objections to an introductory meeting that detaches you from the end result and still shows value and the possibility for a mutually beneficial relationship. Step 1, find a partner if possible, and take turns working through the objection of it's not the right time for coaching role-play language in your workbook on page 223. Step to find a partner if possible, and take turns working through the objection of I already have a coach. Role-play language in your workbook on page 224, step 3, find a partner if possible, and take turns working through the objection of I'm not sure I'm interested role-play language in your workbook on page 224. 90. Contact Prospects that Don’t Answer the Phone: Sometimes the prospect will not answer the phone when you call. In fact, that can happen more often than not. Now, here's what you can do when that happens to ensure that you maintain a relationship and keep one foot in the door for a potential call in the future. If it's a referral prospect, the first step is to simply leave a nice detailed message like this. Ring, ring. Get an answering machine that says, hi, this is Martin, I'm not here right now. Please leave me a message. Here's what I would say. Hey Martin, This is Jason tick. I do work in the coaching field industry and Steve Smith suggests that I reach out and in fact, I believe he mentioned to you that I would be reaching out. Now Martin, a purpose for my call, is it Steve thought that you and I may be able to find a mutually beneficial relationship. And I'm calling to schedule a time so that we can explore whether that's true. I'm going to pass your name and contact information over to my assistant crag, and he's going to follow up with a call. But you can feel totally free to give me a call back whenever it's convenient for you, if you like. My number is 5555555555. That's it. Now, if the prospect is someone you met at a live event and you call and they don't answer, then here would be the detailed message that you could leave ring ring and get an answering machine again. Hi, this is Martin. I'm not here right now. Please leave me a message. And this is my response from the coach. Hey Martin, This is Jason tick. Hey, I'm following up with a call as we had promised to give you an opportunity to further explore how we might be able to enhance the live experience that you had by developing a mutually beneficial coaching relationship. I'm calling to set up a time that we can do that. I'm going to pass your name and contact information over to my assistant Craig, and he'll follow up with a call. But you can feel totally free given me a call back whenever it's convenient for you, if you like. Now, my number is 1234567890. After you leave the voicemail, you can have an assistant followup with a telephone call or you can follow up the schedule, the appointment. I here's what that call sounds like. Whether it's you or whether it's your assistant. Show the role-play video with Jason ingests from page 225 on how to teach an assistant to call the prospect back. A common question I typically get it this time is or what if they don't answer the phone? And the answer is, call them back a few times. Now if they continue to pick up to not pick up the phone again and again and again. You can just let them go. If somebody doesn't call you back, they don't really want coaching. I would much rather work with somebody who wants coaching than somebody who doesn't have the prospect is someone you met at a live event. Here's what that call from your assistant might sound like. This is Martina. Martina, this is Craig. I'm calling on behalf of JSON-T dick. I believe he left a message for you the other day and he said you work with Steve Smith and I was calling to find out a great time to connect. Well, thank you so much Craig for reaching out. I'm just not really in the market for a coach. Oh, I'm so sorry. I probably miscommunicated. We're not assuming at all that you're in the market for a coach or that you're out shopping coaches. In fact, the other day, Jason and Steve did some work together and Steven mentioned your name as someone who really enjoy. He thinks you're building a great practice that you really have a focus on living your life fully. And there might be some benefit for us to do some work together, but we're not attached to anything at all. So with that idea and with no attachment to any outcome, when would be a good time for you and Jason to get together? What are we going to do during that hour? He's going to help you explore areas in your business and in your life that you'd like to continue to make better. Discover if there's ways or areas he might be able to add benefit there and there's a cost me anything. It's a complimentary call. Yeah. He just kind of exploring with you the the benefit is you'll absolutely get some great clarity during the call. And if you feel like you had a tremendous amount of value and you'd like to have them on an ongoing basis, then we can figure out how to make that happen. 91. Activity Contact prospects that don’t answer the phone: Well, it's your turn to contact prospects that don't answer the phone. Some of the language that you're just going about to see. You'll say personally. In other language, you might ask an assistant to do it, but either way, it would be worthwhile for you to practice it so that you can understand it and you can explain it. Now if you don't have an assistant, this will also be beneficial for you because you could do this yourself. Step 1, practice leaving a message for the prospect you received from a referral that doesn't answer the phone using the language in chapter 6 of your workbook on page 226. Step 2, practice leaving a message for the prospect that you received from a sign-up at a live event. That doesn't answer the phone using the language in chapter 6 of your workbook on page 227. In step 3, practice as your assistant, your follow-up language a few days after leaving a voicemail with a telephone call to schedule the appointment with a referral prospect using the language in chapter 6 of your workbook on page 227. Step for practice as your assistant, your follow-up language a few days after leaving a voicemail with a telephone call to schedule the appointment with the prospect you met at a live event using the language in chapter 6 of your workbook on page 228. 92. Coaching Cheat Sheets and Appendix Summary: Well, now that you've done with the six main modules of this program, well, what's next? How do you get started? Well, if you haven't noticed this yet, the workbook for this course is an amazing resource that took me five years to put it together. And even more importantly, there are 99 appendices at the end of this workbook that will be incredibly valuable to you as you start your coaching practice. Now I'm going to summarize each of them for you now. The first is Appendix a, which summarizes all the language you need in a short and sweet cheat sheet to help you set up a complimentary exploratory call where you can get your first a client's. It talks about how to set up a complimentary call. The key attributes needed prior to the call, a notes page and even what to say. Now Appendix B summarizes all the language you need in a short and sweet cheat sheet to help you actually facilitate a complimentary exploratory call. It talks about key attributes needed prior to the call and notes page and what to say as well. It's an amazing document. I use it for all my complimentary calls. Now the third document is Appendix C, and it contains a sample coaching agreement. This is huge for clients and for you to set an intention and it's referred to in this video program. The fourth document in Appendix D contains the personal professional profile form, the PPP, which we go over in this video program. But now you can actually see it in all of its amazing colors. The fifth document is Appendix E, which is a cheat sheet showing you how to discover deeper client insights during the actual first coaching paid session itself, including key attributes needed prior to the call, a notes page, and what to say in that first coaching call, including how to get the client's viewpoint on the PPP. How to define short and intermediate goals, how to look for clarity around the client's goals. How to handle a client who doesn't send the PPP form. How to leverage client's strengths to help them be their best. How to identify what's getting in the way for the client. How to leverage the client's categories for improvement. How did choose a resource that will stretch the client? How to help the client select a stretch task to grow. Now in Appendix F, you'll find a cheat sheet to help you clear the path to coach the client well into the future. You'll find the key attributes for coaching session number two, you need prior to that call along with how to review the client's goals prior to the session, the notes page, and what to say on that call to help the client do a couple of key things in here are those things. How to reconnect the client to her goals, how to see where the client is at with the stretch tasks that you've assigned. How to reconnect the client to her capabilities, how to get more specific on the client's goals. How do I identify obstacles that are getting in the way? How to coach the client to overcome those obstacles to the goals. How to balance the goals with the client's life integration. How to choose a resource that will stretch the client, and how to help the clients select a stretch task to grow. Now in Appendix G, you'll find a wonderful resource called the weekly reflection, which every single client should use every week in order to make sure they know how to set up a weekly review for each week in their lives. This is an incredible tool that will help your clients do the following four things. One, he get connected by reading their MVP five minutes to get clear by processing all inboxes, meeting notes and ideas. Ten minutes. Three, get current scan a calendar, projects, tasks, meetings waiting for hours marked completed, and ensure next actions 30 minutes. For good strategic Determined projects to focus on this week. Make calendar appointments to do them, manage your counter and putting recovery time 15 minutes. Appendix H has the MVP driven action strategy. To many business plans die a lonely death. Their scope leaves them inaccessible and therefore useless. This shorter in simplified approach is designed to help you kept your clients capture the essence of their business or life. Proclaiming who they are or who their organization is, where they're headed, and how they plan to get there. This two page format focus is vital resources on the most important, quieting the distractions that otherwise might tempt us to go astray. And lastly, appendix I contains additional coaching called templates for you to coach your clients well into the future. You see once you've finished the PPP and MVP coaching sessions, you will be coaching the client on an ongoing basis. To do that, it's going to be helpful to have a template you can use to remind you of all the key information you'll need to have on hand during the call and the key information you want to gather from the client and coach the client after the call. Appendix I is that template. Hi. I hope you enjoyed this training. If you did give us a great review. So others can as well. Thanks so much and enjoy your coaching.