Quotenormpost. Welcome! Small Business Coaching Intensive

QuotenormpostQuotenormpost

Welcome!Welcome!

Small BusinessCoaching Intensive

Presenting TeamPresenting Team

• Richard Reardon• Susan T. Austin• Chris Hutchinson• You!

Before We Begin…Before We Begin…

• Take out a sheet of paper• What is the largest goal you’ve set for

your practice? Write it down

Our purpose hereOur purpose here

• To significantly increase your capacity to build a coaching practice – (sustainable).

• Built on solid principles of both personal expansion (the coach) and business success.

• To share with you what we know, to expand your thinking about coaching, to guide you through exercises and to foster a sharing, learning environment.

Today FridayToday Friday

• Entry Points• Types of Business Owners• 15 Small Business Proficiencies• Business Models• Personal Assessments• Organizational Assessments• 3 Sources of Business Problems

Tomorrow SaturdayTomorrow Saturday

• Recap• Clarifying Your Role• Your Menu of Services• Coaching Plan• Communicating with Style• Websites/Marketing• Debrief

Format of the 2 DaysFormat of the 2 Days

• Presentation/Create the case• Discussion/Stories• Exercises• Q&A• Debrief

What will be on WebsiteWhat will be on Website• RealAudio of the 2 days• Verbatim transcript of the 2 days• PDF of your workbook• Exact PDF slides from this PowerPoint• Full Practice eCourse (100 lessons) (BONUS)• Passive Revenue eCourse (35/50 lessons)

(BONUS)

Additional Training AvailableAdditional Training Available

Why are coaches hiredWhy are coaches hired

3 Keys to a full practice3 Keys to a full practice

15 Entry Points to Coaching15 Entry Points to Coaching

Key Points

• Valid concerns of the owner

• Often just beneath the surface (poke)

• Opportunities arise when entry point is exposed

1. Lack of response to customer needs1. Lack of response to customer needs

• Fixation on product

• Customer needs not a standard

2. Far too little emphasis on performance2. Far too little emphasis on performance

• Fuzzy accountabilities

• People can’t be managed

3. Status-quo management3. Status-quo management

• “Doing the best we can”

• Employees are not near capacity

4. Missing new

opportunities

4. Missing new

opportunities

• Won’t give up the old

• Business as usual is addictive

5. Trying to fix the wrong problem5. Trying to fix the wrong problem

• The reactive mind jumps quickly

• Source of problem is not visible

QuotewomenbizQuotewomenbiz

6. Too many balls in the

air

6. Too many balls in the

air

• External pressure to change now

• Internal pressure to stay the same

7. Sales are flat & sales people are stuck7. Sales are flat & sales people are stuck

• We need better “x” to improve

results• 1997 beliefs act as a cap

8. Expectations set too

low

8. Expectations set too

low

• Managers reluctant to raise the bar• Owner wears down due to the one-

on-one management approach

9. Complacency is

tolerated

9. Complacency is

tolerated

• No one sees dangers

• High non-involvement and low trust

10. Lack of direction10. Lack of direction

• Frequent changes in priorities

• Too busy to sit and decide goals

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11. High stress, frequent surprises11. High stress, frequent surprises

• Theory “x” management prevails

• Decisions appear arbitrary

12. Owner cannot keep pace with growth12. Owner cannot keep pace with growth

• Torn between desire to control and

desire to grow

• Shrink to survive

13. No compelling vision of the future13. No compelling vision of the future

• Pull people forward or suffer “rest”

state

• Too busy with today

14. Top team is not together on things14. Top team is not together on things

• Managers operate in a vacuum

• Action prevails at cost of strategy

15. Owner burnout15. Owner burnout

• A dream business vs an unrewarding

job

• Endless cycle of sameness

Completion of Entry PointsCompletion of Entry Points

What are you walking away with?

QuotehighschoolQuotehighschool

Types of EntrepreneursTypes of Entrepreneurs

• Learn the Types of Entrepreneurs and how to adapt your approach

The Entrepreneurial TypeThe Entrepreneurial Type

Strengths:

• Decisive

• Change-oriented

• Conveys confidence


Weaknesses:

• Stubborn

• Inconsistent

• Aggressive


What to know:

• They don’t like constraints

• They don’t have high expectations of others

• They want to project a sense ofpower

The Marketer TypeThe Marketer Type

Strengths

• High trust level

• Approachable

• Verbal skills

The Marketer TypeThe Marketer Type

What to know:

• Tend toward impulsive

• They like to relieve tension

• They overestimate the ability of

others

The Producer TypeThe Producer Type

Strengths:

• Organized, follows through

• Hands on, supportive

• Team orientation

The Producer TypeThe Producer Type

What to knows:

• They are modest & don’t like taking

risks

• They like what’s familiar & predictable• They are not comfortable with fast-

paced change

The Technician TypeThe Technician Type

Strengths:

• Very independent

• Analytical and assessing

• Anticipates problems

The Technician TypeThe Technician Type

What to know:

• They base their conclusions on facts

• They are uncomfortable with aggressive people

• They like to set their own highstandards

Higher/Lower Order NeedsHigher/Lower Order Needs

Completion of Types of EntrepreneursCompletion of Types of Entrepreneurs


QuotenonprofQuotenonprof

Small Business Proficiencies are from…Small Business Proficiencies are from…

1. The Business is Assertively Responding to

Opportunities

1. The Business is Assertively Responding to

Opportunities

• Start with purpose

• Go for 3

2. All That Needs to Get Done Gets Done Without the Owner Managing it

2. All That Needs to Get Done Gets Done Without the Owner Managing it

• Performer vs conductor

• The business as a platform

3. The Staff is Inspired, Involved and Rewarded3. The Staff is Inspired, Involved and Rewarded

• Manager first, employee second

• Motivation: cause or effect

4. Pricing and Packaging are Easily Selling the Product/ Service

4. Pricing and Packaging are Easily Selling the Product/ Service

• Customer value metrics

• Quality and price

5. Customer Satisfaction Metrics Exceed Targets5. Customer Satisfaction Metrics Exceed Targets

• Critical to success factors

• 90-day proactive targets

6. Profitability Targets are Being Met6. Profitability Targets are Being Met

• People, products, profits

• Balancing objectives

7. The Mission is Meaningful to all Players7. The Mission is Meaningful to all Players

• Where are we going and why

• Change as a motivator

8. Continuous Innovation has been Systematized8. Continuous Innovation has been Systematized

• Measure, measure, measure

• PDSA cycle

9. The Enterprise has been Operationally Failsafed

9. The Enterprise has been Operationally Failsafed

• What impacts success?

• Who measures these factors?

10. Opportunity Costs are Low10. Opportunity Costs are Low

• Risk reduction as a guide

• Set payback expectations first

11. The Strategic Plan Pulls and Energizes the Enterprise

11. The Strategic Plan Pulls and Energizes the Enterprise

• The inner urge for direction

• Complacency is natural

12. Sabotage is not Occurring within the Organization

12. Sabotage is not Occurring within the Organization

• Always is created by the absence of

(x)

• Reflecting the leader

13. The Business Model is Sustainable for at Least 5 Years

13. The Business Model is Sustainable for at Least 5 Years

• Know your logic for creating value

• See the model as a system, not an

item

14. Roles and Accountabilities are Larger than the Personality

14. Roles and Accountabilities are Larger than the Personality

• What do you want to be?

• Routine vs Innovation

15. Systems are in Place to Execute the Key Metrics

15. Systems are in Place to Execute the Key Metrics

• Essential checklist for key players

• 90-day upgrade, forever

Completion of ProficienciesCompletion of Proficiencies


Leaders endorse coachingLeaders endorse coaching

Using Personal AssessmentsUsing Personal Assessments

• Learn how to use personal assessments as a way to learn more about the players and how the company operates


Benefits to the coach:• To help people change or improve their

effectiveness

• Create a path for development• Generates discussion on motivation and

success• Places the responsibility for

change/awareness with the client


Tips when using assessments:

• Insure confidentiality

• Speak to validity

• Avoid pigeon holing

• Choose the assessment based on your

goals

What can an assessment tell your client?What can an assessment tell your client?

• Cycle of Innovation• Behavioral Management• Attitudes as Performance Triggers• Personal Effectiveness• Manager Developer Profile• Leadership Effectiveness Profile• Employee Opinion Profile

The Process of ChangeThe Process of Change




Completion of Personal AssessmentsCompletion of Personal Assessments


Coaching Model: Business as ClientCoaching Model: Business as Client

Coaching Model: Owner as ClientCoaching Model: Owner as Client

The Balanced ScorecardThe Balanced Scorecard

EvidenceEvidence

Completion of Coaching ModelsCompletion of Coaching Models


Organizational AssessmentsOrganizational Assessments

Underlying Assumptions:

• Employees decide the gap between “what is” & “what ought to be”

• Contrary points of view viewed as nuggets instead of nuisances

• Employees want to do a better job of goal setting and removing blocks

• The leader cannot know all that needs to be known from the front office.


Why Use an Assessment:

• To shape a vision and wake up the work group

• To improve the current state and move toward a better

future

• Increase acceptance of the need for significant change

• Develop a continual feedback, planning & communication

tool


Benefits:

• Provides vehicle to bring forth key philosophies• Surface factual, accurate and relevant data

needed for well thought out action plans• Opens new possibilities for rapid improvement

with current resources• Quickly generates renewed involvement and

energy that thing will change


Types of Organizational Assessments:

• Growth Practices Profile

• Profile of the Company

• Personal Impact Profile

• Quality Award Profile

• WC Manufacturing Profile


Types of Organizational Assessments:

• Customer Service Profile

• Process Improvement Profile

• Continuous Improvement Profile

• Employee Involvement Profile

• Team Readiness Profile

Upfront AnalysisUpfront Analysis

Needs Assessment for Business OwnersNeeds Assessment for Business Owners

AssessmentsAssessments

Completion of Organizational Assessments

Completion of Organizational Assessments


Documents

Quotenormpost. Welcome! Small Business Coaching Intensive