Latest / Business Roundtable / Unlocking Potential: A Coaching Odyssey

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Unlocking Potential: A Coaching Odyssey · Business Roundtable

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Hey, welcome back everybody, Business Roundtable Podcast. I'm so excited to have
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you guys back. We have two returning guests for those of you that are
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tuning in for the first time. My name is David Carr of Stewart Your
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Business, where I help business owners and their teams and individuals be become better
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leaders and leading themselves and their teams. And so we have returning with us,
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Bill Hatch. Would you welcome back Bill? And he's frozen. Oh
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no, We're gonna see if Bill comes back. We've been having internet connection
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issues, So Mo, you're on deck then while we let Bill see if
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you can come back on with us. All right, I am here and
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excited to be here. Thank you so much for having me return to the
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panel. Absolutely, and Moe graced us sharing a lot with Powerality on our
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last episode, so if you didn't get to listen to that, please go
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back and check it out. Moe and I have collaborated since I met him
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last year and in the coaching space, and so we're going to talk a
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little a bit tonight about how do we coach in business for improved performance?
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And there we go. We got Bill back. Bill is having technical difficulties.
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Bill, welcome back. We're just talking and telling everybody we're gonna get
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into coaching and we're gonna help you. You'll stick with us. Bill,
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welcome back. Thank you. I am glad to be back for the time.
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My internet problems allow me to be Oh well, we live in a
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world of technical challenges, so we're still here. Yeah, so so thanks
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Bill. I know you have a lot of experience in coaching as well,
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so we're excited to get your background and and input here tonight for this episode.
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Yeah, so something different, But I thought maybe I'll start with you
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first, Mo, because you have so many years years of experience in coaching,
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and for the for those that are listeners, you know, could you
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just kind of set up the difference between maybe because what coaching is and isn't
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compared to a let's say, something like mentorship or consulting. So when we're
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saying, like coaching, what's kind of the essence of coaching from your perspective,
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that's a really great question. And naturally there are so many different kinds
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of coaches and different forms of coaching. I think one of the most important
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things for people to realize is that a coach is not a lot of the
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things that they probably deep down really want. If we look just from the
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perspective of sports, we can use the analogy of the difference between the fan,
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the cheerleader, and the coach. Right, the fans are happy no
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matter what you do. You can kick the referee in the face, and
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the fans are like, yeah, you did it. Also, we love
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it right, And you can be just totally just sitting down, not doing
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anything and feeling defeated, and the cheerleaders are like, it's okay. Rob
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Rod says, boombah, you can do it right no matter what. But
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there's no real health to the coach. Man. The coach is there to
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help another person achieve their personal or their professional goals, right, but they're
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dealing with this in mindset. So a coach isn't a consultant. A consultant,
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I'm also a consultant. Not a lot of people are coaches and consultants.
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But a consultant improves a situation, a coach improves the people. So
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for business coaching, I am dealing with the mindset that they're experiencing and how
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that's going to help them achieve peak performance. As a consultant, I go
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in and I look at the context of the environment and help them come up
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with process and procedure that will help them do what they need to do.
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So the coach is not your best friend who's just gonna, you know,
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give you a random opinion. A coach is different from a mentor. A
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mentor is somebody who's kind of been where you're trying to go or is already
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where you're trying to get, and they're saying, here, follow me in
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this process, and you really learn what they're doing and what their process is.
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So a coach has some sort of roadmap and asks the client where do
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you want to go? And the coach says, tell me where you want
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to get to, and the person says, this is what I want to
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do. So if you say I want to be a state champion for running,
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then that's a different coach than if you say I want to be an
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Olympic medalists for track and field, that's a different kind of coach. But
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if coach is going to say, well, this is the map, this
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is your diet, this is your exercise. You know, I need you
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to get up in the morning and run fifty laps and then before you go
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to bed, I want you to run fifty laps like that. Coach is
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dealing though with the person, and I think that's really what separates coaching from
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all the other things. Bill. I know you've been coming in and out,
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but uh, we're kind of discussing this idea of the difference between coaching
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and consulting, and I think Bill's having some Well hopefully build that, Bill,
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but I would say, just to add what you're saying, mo is,
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the consultant is somebody that has a technical expertise. A coach may have
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that, but but may not. They may not have that specific technical work,
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but they're guiding, like you said, they're they're they're they're guiding them
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and uh, not so much directing that Consultants like kind of telling you.
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But you hire a consultant, right, I need help, Like, Okay,
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you got you've got to fix this thing, this thing, this thing.
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It's a little different than somebody that's a coach. So Bill, I
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want to get your input. Looks like you're stable with your feedback on the
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difference in coaching. Stable, but hope, But yeah, I kind of
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kind of jumping in, uh in blind to what Mose already said. But
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yeah, the big difference between a coach and a oh okay, it's frozen
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me again. Oh I bet it didn't. Didn't log me off entirely.
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The big difference between a coach and a consultant is definitely that technical specific knowledge,
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you know, uh, specialized knowledge, I guess would be uh,
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it would be a more appropriate way to put it, where is the coach
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comes alongside the players in the game and uh and helps guide them to what
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needs to be done while they make the actual and do the work. You
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know. The the consultant is very is very much a specialized actor. You
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know, maybe maybe more along lines of a defensive line coach or or an
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offensive line coach and and uh and coming alongside and and doing specific things.
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Yeah, how much of that come through? You got all of it?
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We got. Imagine in a business, Uh, you need a consultant to
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come in to build your systems and processes, and then you have a trainer
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come in and show the people how to follow the processes and the procedures.
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And then you have a coach to come in to inspire them to find the
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inner motivation to actually come in and do that in a way that fits themto
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the corporate culture and is on mission. Yeah. No, I think that's
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it's a really good way to break it down and think about that, Mo,
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Because one of my mentors here, j White, we talk about kind
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of the these six skills of UH teaching and training and you know, speaking
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and coaching, consulting. These are all different skill sets that you have to
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have and dial in. But tonight we're really focusing on the area of coaching
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for improvement in business. There are a lot of other areas and candidly was
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we were preparing for this as you guys are listening, we were preparing an
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episode. I'm like, there is so much here that we're just going to
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We're just going to scratch a little bit of the surface here. But how
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important the aspect of coaching is specifically, that's different than consulting. That's different
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mentoring, it's different than training. Is for improvement in your organization and how
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do you get people aligned, getting you know, achieving these goals and that
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they really want to have and see that success. And so MO, I
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guess I'll come back to you for a minute more because I think sometimes people
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don't see themselves as a coach and and and they really, you know,
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talk a little bit about that understanding, because I think there's we're going to
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get into identifying coaching opportunities, but you can't identify me. You don't even
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consider yourself a coach. So can you talk a little bit about what to
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be looking for consider in yourself as I'm talking about the business owner. Or
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you're a team lead, right and you're seeing your team struggle with performance?
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And how do you evaluate when do I pull the consultant, when do I
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pull the coaching? You know, how do they how do they identify that?
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Anytime you need people to get along, or you need people to perform,
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if you need some coaching, If you have anything to do with seeing
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performance, anything to do with potential, anything to do with whether a person
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is motivated or not, that's coaching. That's and so basically, no matter
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what your position that you play in the organization, on the team, you
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are a coach in the same way everybody is a leader. They don't like
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that word leader, but everybody is a leader. You want to create a
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culture of leadership, you want to create a culture of coaching because there's always
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somebody who understands the reasons why. This is a part of the mission of
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the organization, and helping others understand that why is always going to be helpful.
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Helping them to work through the challenges that they face is always going to
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be helpful, helping them, helping them see, hey, you know what,
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this person seems to not fit here, or this person and I are
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having a challenge. Coaching can come in and help resolve that. Yeah,
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well, I think that's important, MO as you lay that out, because
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sometimes I see leaders don't want to invest in coaching, even though, like
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you said, it's right there in front of them, and they're like,
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well, let me, let me just tire another person or throw some money
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at it and maybe that'll fix the problem, and not investing in the time
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and effort to coach people through this. They think somehow they can avoid that
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or I don't know, get around it. And like, what I'm hearing
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you say is that it's inevitable you're gonna need coaching at some point. Everybody
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needs coaching. We all we all need coaching. And so when you look
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at any top sports athlete, they're going to talk about their coach. If
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you look at any top entertainer or even you know, top newscasts, anybody
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who's performing at a high level is going to mention their coach. Because there's
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all kinds of coaches, right. There's vocal coaches. If you're a singer
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or a speaker, there's there's coaches that will help, there's fashion coaches.
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There's all kinds of coaches, right, And if you really want to be
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the best version of yourself, then you need outside help for that. And
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that's why we like power Noality, right, because what we're doing is we're
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getting at the core of a person. And and what happens is if a
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person can understand why they see things the way they do and why they choose
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to respond the way they do, then that really helps them in every dimension
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of their life experience. You're literally coaching them. It's not life coaching,
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but it can be applied towards life coaching. It's not business coaching, but
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it can be applied to that. Leadership coaching, sales coaching, team building,
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all of these things. Because you're still dealing with a human who has
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to figure out you know, why am I facing this challenge? Why does
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this seem stressful to me? Why does this interaction bother me? So much
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right, or why do I love these things? Why am I drawn to
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this? Oh? Why does this? Why do I feel? Why does
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this give me life? Right? Yep, that's going to be at the
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very core of it. The essence of who you were warned to be,
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your powernality, your superpower. Discovering that is going to help you really understand
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how to operate with purpose and so as as personal development coaches with powerality,
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we're able to help the executives. We're able to you know, that's EVPs
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VPS. We can help the c suite, we can help entry level employees,
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we can help recruiters, we can help everyone perform their position better.
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M Yeah, I mean it's so true though. I think when you when
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you hear about very successful individuals, most like you said, they'll talk about
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a coach, perhaps a mentor to we're not talking about mentoring tonight, but
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that they're having somebody outside of themselves. That's it's helping them along that journey
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to unlock them if you will get them unstuck, like you said earlier,
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kind of maybe mindset, help them improve their own We're all performance and so
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I've definitely embraced this over time and I've seen the the reap, the rewards,
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and but I wasn't always that way. And so sometimes what I find
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in my experience is there's resistance to coaching to maybe early or earlier career professionals
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perhaps, or somebody that hasn't had the opportunity to be to really have a
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coach in their life. Maybe they weren't in sports for whatever reason where there
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was coaching. That's just part of it. But and so you know,
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they've been missing this opportunity. And if you're not willing to be coached or
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coachable, you're really obviously you're not gonna be able to help those others around
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you, Right, I mean that's a big deal. Can you be coachable?
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Man? That's a that's a wow. Can you be coachable? Is
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there such a thing as a person who's not coachable? When we talk about
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the marketplace, when we talk about right, if they're not coachable, how
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how did they get into that position? And then what do you do with
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that individual who has determined they don't want to learn anything new. Yeah,
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that's that's a tough spot to be because there are some people that I feel
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they can be coachable, they're choosing not to be coached making it right,
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So you have to kind of evaluate your process, how did they get there?
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You have to and and sometimes whether a person is coachable has to do
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with the approach of the coaching yep, right, because sometimes you're trying to
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within an organization coach someone in a way that doesn't make sense to who they
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are are. Yeah, so they're they're resisting that, and so knowing the
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powerality of the coach as well as knowing the powerality of the coach he is
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super helpful because maybe you're just speaking a language that they just cannot relate to
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at the at the core of who they are. Mm hmmm mm hmm.
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Yeah. You can never learn from someone you don't respect. Oh yeah,
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yeah, definitely if there's no respect there, I agree. Mo. So
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if if you've got if you're in a leadership position or you know, boss
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manager and your team team member doesn't respect you your authority or position, you're
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you're going to be really have a difficult time trying to coach that person,
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you know, in the way that you see they need to show up for
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the improvement that you need, even if it's the improvement, is it's justifiable,
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Like you said, for whatever reason, that person doesn't doesn't trust you,
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They don't like you, like no like and trust? Right, why
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why would they listen to you? Right? Yeah? Why why would they?
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Mm hmm yeah. So I think you know, this is kind of
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go leading into our next our next area of discussion here MO in that you
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know, understanding what coaching is in this in the in the business space,
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and then you know, looking for opportunities and again there may be there's an
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opportunity, but you know, if the person isn't willing or you have a
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challenge there, you know, how do you deal with that? But let's
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let's before we get to resistance, let's just look at you know, if
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we agree that coaching is valuable in which we do and it's absolutely necessary and
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helps you for improvement. And I hope everybody that's listening to this embraces that
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understanding. And and and again, if you guys want to have any of
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the you're listening want to have a deeper dive discussion with either MO or myself.
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We Bill had to leave us tonight, but we'll have them back in
19:03
another episode. You are more than welcome to reach out directly to us,
19:07
leave a comment, here and you're listening to the podcast or our rebroadcasts on
19:14
whatever platform you're watching, whether it be YouTube or LinkedIn or whatnot. We'd
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be happy to follow up with you and go give a deeper dive, because
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sometimes I do think this is new a newer concept for some in these positions
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of like, oh I am I'm a coach too, and and how do
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I how does how do I? How do I do that? Well?
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So we just give you a snippet here in the Business round People podcasts,
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But MO to the point of identifying these opportunities, and you kind of talked
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a little bit early earlier, but I still want to go back to this.
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You know how to identify these things, and certainly you can, you
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know, use powerality as a lens to look through these things. But we
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talked a little bit about this last week, but I think it's worth repeating
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looking at these challenges, both individual and team strengths or weaknesses and areas for
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development, and again, like you said, identifying them and then secondarily approaching
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bringing the right coach in for that. You know. So I love to
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get your feedback and I gave you a lot of things to talk about.
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But on that looking for opportunities or identifying these opportunities when it comes to which
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one do you want to talk about first identify let's just identifying the opportunities for
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just coaching, you know. So, I think again, anytime you have
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a situation where you want to see improved performance or improve interpersonal ability social IQ
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right or emotional IQ, then coaching is going to be for that in an
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organizational structure because it's not just about the core values of the organization. It's
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not just about the mission and vision of the organization. Once again, you
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have the superpowers of that individual. And a lot of times the people are
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experiencing mental anguish because the environment that they're in is placing external expectations upon them
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and forcing them to conform to something that is not a part of who they
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are. They may even have pretended to be something that they're not just to
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get the job or gotten into the job and realized, oh, this is
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the way that I'm expected to behave, I need to begin to behave this
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way, when in reality they should be working on being their authentic self.
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But they find consequences whenever they do that, or they may not be clear
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on who am I really like, what are my actual superpowers? How do
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I go about being the best version of me that I can possibly be?
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I how can I really express my full potential? That becomes a big challenge
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for any organization that has not created a coaching culture. Like I said,
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you can have a culture of leadership and you can have a culture of coaching
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when you have a culture that is centered around personal development, that we're all
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going to try and become better versions of ourself, that the company has opportunities
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for people to develop on their own that are you know, extra curricular or
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things that are optional or things that are elective, as well as some company
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wide or department wide mandatory type training that is designed to bring out the best
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within each individual, whether they're a team lead or whether they just came on
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and they're literally at the bottom of the entry level work and just getting started
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and just trying to figure out how to fit in. Everybody could use some
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coaching. So I don't think an organization has to look far before they can
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see an opportunity where, hey, coaching would help us out here. Yeah,
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well, I to your point, though, you know, I've been
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in an organizations where it's been divided, where you have a group of individuals
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that totally embrace coaching and you have a group that doesn't. And when you
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have that in the culture, like you said, that causes quite quite a
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divide, unfortunately. And I tell me more about that. Yeah, where
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so part of the Yeah, expand on that please, yeah. Yeah,
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no example. So I think that there was opportunities or those individuals looking for
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coaching. Uh. And you had a generation in this In this case,
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I think it was generation. We talked a few podcasts ago some intergenerational challenges
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or differences, and there's I think, at least in the one organization I
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was in MO, there was a generation that was I would say lukewarm at
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best to some some coaching. And they just didn't They kind of thought it
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was wo wo or you know, I don't know about this coaching. I
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just pulled my bootstraps up. I do this by myself. I figure it
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out kind of a thing. And then you had this other kind of generation
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or group within the company. It really was seeking that coaching, and so
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there was a bit of like, well, I don't know if we want
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to invest that time or energy or you know what I mean. And so
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it was a challenge where I think there was a group that saw the value
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in that, and there was another group, and particularly I think that other
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group was the high higher ups, if you will, And so they felt
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like, you know, they'd achieve what they achieved and they didn't really need
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a lot of external input, you know, man. And so remember I
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suggested that there could be a situation where there is external or extracurricular or elective
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opportunities for coaching. So that's where you get those people who want to,
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man, I really want to dig into this personal development. But I do
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believe that there also needs to be some mandatory organizations, sponsored, mandated and
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set aside time that is dedicated to coaching for every individuals in the group as
25:34
well. Yep, yeah, no, I agree. I think that's important.
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The previous company I was working at, you know, was developing this
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idea of being a learning culture, continuous learning, and I think that includes
25:49
coaching of awareness. So I think, you know, looking for these what
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I'm trying to encourage those that are listening into us, you need to look
25:56
for these opportunities for coaching and be an advocate for your team, and we're
26:03
here to help you with that. And I think give you real world examples
26:06
of what happens when you do that. For me in my business, helping
26:11
teams because I'm both, like you, a consultant and a coach, and
26:17
so I go between the two. But absolutely bringing in coaching, helping your
26:23
team and their mindset and the way they approach things is vital, particularly for
26:27
a small business owner, and they're really building their core team underneath them.
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If you don't do that as a business owner, you're going to be doing
26:34
all the work and you need to have your team fully developed and supported.
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And this is where, like you're saying, went outside trainer, I mean
26:45
consultant, trainer, coach, this third party which I'm also certified with paronality.
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And that's how I got connected with MO because I saw the value of
26:56
that. Mo literally was a coach to me and continues to be a coach
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because he has certain skills and abilities and background that I don't have and then
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I know that I need. So there's it's this continual, continual learning and
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open myself up that. And I want to encourage all of you because at
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this point in my career, I've been in the I've been in the AEC
27:15
industry, for over twenty years. But earlier in my career I didn't see
27:21
that. I saw technical trainings off you know, approved, and that certainly
27:25
helped absolutely, But coaching didn't come around for me personally until well into I
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don't know, fifteen years into my into my journey of like truly true that
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I consider true coaching like purposeful. I'm investing money and time. Isn't just
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kind of happenstance. And so I'm saying that, at least for the AEC
27:47
industry, architecture engineer and construction environmental consulting, I see that isn't always fully
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embraced. So I just want to encourage those of you that are listening in
27:56
a position of management or leadership and you have an experience coaching, it will
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revolutionize your way of being able to do work and improve vastly your ability,
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your capacity and so and you get me on my soapbox a little bit because
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I literally go down there, you know, been down that road, so
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I know where people are stuck and they would benefit so much, and so
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helping them mow. What would you say to somebody in that position where they
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see that they know they would help them, but you're dealing with somebody that's
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that holds the purse strings or holds the power there, and to say,
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how would you would say, because I see an opportunity, but i want
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to act on the opportunity, and I've got somebody that's maybe being a roadblock
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to that man. When somebody is holding the purse strings, you have to
28:47
understand how they make their decisions. So it kind of almost requires a little
28:55
bit of coaching to help figure that person out, right, because what's why
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is that person being tight with the coach strings in this area? Do they
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just, you know, like you said, they think it's something that's going
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to be really woo woo and irrelevant or do they are they just really really
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really fiscally cautious, right, and they just don't spend money on anything.
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They're really really tight on the budget? Is there? You know? Can
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how do they make their decisions right? How can you show them that this
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is an investment and not an expense? Yep? What's their understanding of investing
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in people? So if this is the person who holds the purse strings,
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you know, people have been saying, hey, we need new uniforms,
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we need new drills, and they're not doing that, they're definitely not going
29:47
to do coaching, right, So you kind of have to look at why
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they're resistant to it. Do they think it's going to be boring? They
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do they think that it is not going to move the bottom line? Do
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they? Once you can understand what their reason for not going with coaching,
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then you can understand how to address it or whether or not to addressed.
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Like you said, some people are not coachable. Sometimes the person who holds
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the purse string is not coachable. They think they know all the things,
30:18
and you know eventually that that's going to hurt the organization. Yeah. Absolutely,
30:23
no, I mean I agree more. I think one thing and one
30:27
of the previous companies I worked with, I really appreciated the business owners embracing
30:32
of coaching. She was coached regularly and she offered that two others. I
30:41
fully embraced it, and that's what really helped us grow the company. I
30:45
think in part MOO, but there was other as the company grew. This
30:48
is another challenge too. So it's on the flip side where the business owner
30:52
was totally willing and wanted to invest in coaching, and in fact and and
30:59
people, there were some people in the organization that when along quote unquote went
31:04
along with coaching, but it wasn't there were their heart wasn't fully in it,
31:07
I would say, And so it caused a divide in the leadership in
31:15
that the business owner was like, I'll invested at one hundred percent, but
31:18
others were not taking it seriously or just not really putty much into it.
31:22
And maybe just talk a little bit about that too, about you know,
31:26
if you're given the opportunity for coaching and what the fact that has not only
31:30
in you but your organization. So that's a very common situation. And you
31:40
know who tends to do that well, interestingly is churches. Large churches,
31:45
churches like megachurches. They tend to do that large because they have a process
31:49
for introducing new things to the church. So if there's going to be a
31:59
building fun, they don't just pop up one Sunday and say, all right,
32:02
guys, it's time for the building fund. Let's get started with this.
32:07
They do what's called vision casting, and they begin to teach people about
32:13
what the new vision is. Hey, we are gonna take a whole bunch
32:16
of people. We're gonna go somewhere in Africa. We're gonna preach the gospel,
32:20
and we're gonna build wells, and we're gonna do all these things right,
32:23
right, They don't just come up one day and do that. They
32:27
they tie it to the mission. Hey, you know, the pastor will
32:29
get up and say, hey, you know what, it's time to build,
32:31
and the whole sermon's gonna be about, you know, all the biblical
32:35
things about building or missions, work or whatever it is that they're trying to
32:38
do. And I think all organizations are wise when they do this vision casting,
32:43
when they say, hey, guys, here's what's going on in our
32:45
organization. Here's what I've heard from you in regards to how we can improve.
32:51
Here's what I heard from you about what you would like to see in
32:53
our organization. So what I'm gonna do is, I'm gonna give you guys
32:58
this pamphlet. I'm gonna give you guys this survey. I'm gonna give you
33:01
guys this thing. Check this out and give me back feedback, and over
33:06
the course of some months, begin to dole out some information to warm people
33:10
up to the idea of getting coaching. Because coaching, again, we made
33:16
a distinction between coaching and consulting, right, So you're actually telling them that,
33:21
now a stranger is gonna come into our organization and tell you about yourself,
33:29
and they're gonna ask you personal questions, and they're gonna be all up
33:32
in your business and they're gonna and they're gonna and they're gonna tell you how
33:37
to be better, and you're like, what's wrong with me? I don't
33:38
need to do better. I'm the bestest company has ever had. And right,
33:43
you can avoid that resistance by vision casting. Andy Stanley has a book
33:49
called Visioneering right, and that's geared towards churches and things. But that's this
33:52
concept of engineering your vision. And you got to get people on board.
33:58
So you gotta warm them up because every organization, every growing organization, and
34:01
every established organization knows people are resistant to change whatever it was, they don't
34:06
want to change. So when you present coaching as hey, we need to
34:08
change some things, we need to bring in a coach, that's automatically gonna
34:12
get pushback because they don't want things to change, right, but they do
34:17
want things to improve, Yes, So how can we do what we're already
34:22
doing better? Can we how can we enjoy what we're already doing better?
34:28
And you can sneak the change in the back door, but you want them
34:31
to feel like you know what. I know you guys have been telling me
34:36
you're upset about this, you don't like this, you will want this improvement.
34:38
So let's improve that. I think how we can do that. Let's
34:40
look at some of these things and have conversations. Read a book, do
34:45
some roundtables, do some panel discussions, have some time to really bring this
34:52
in and whoever the coach is going to be, have them come in and
34:57
do some trainings, do some talks. Have them come in as a speaker
35:01
first, and so that people can get used to seeing that person, right
35:06
you mentioned No, like in trust. They don't know this person. They
35:09
don't know they don't like this person. Yeah, not because they cannot get
35:15
to know them, not because they cannot start to like them. Have them
35:19
do some talks, and at the end of the talk, stay after and
35:21
answer questions and then be available to interact with people. Do that three four
35:24
times m h. And then when people are like, hey, I really
35:30
like what this guy is saying. Oh you know what that lady that came
35:32
she was really onto something. She needs to What you can actually do is
35:37
create an environment where they're begging you to have somebody come in and coach them.
35:45
Yeah. Yeah, that's the ideal situation when you have a group you
35:49
know is gonna be resistant. I think that's a great I mean, you
35:52
brought out a lot of good points there, Mo. I think having a
35:55
speaker come in initially is great. Definitely craft crafting that vision of where we're
36:01
trying to go, because I mean, if we're trying, like you said,
36:06
what do we what? Why? What? You know? We want
36:08
to improve performance to what end? Why? What? What's the end goal
36:13
here? And if you're not casting that, well, yeah, you're not
36:16
gonna You're not gonna you're gonna get resistance there. I I agree, because
36:22
what what? What? What's this? What's this person coming in? And
36:25
why would we invest that that time and effort? Well? Right, And
36:30
I would say part of the challenge, I think because business owners sometimes is
36:34
that, at least in my previous experience, MO, with the person holding
36:37
the purse strings like we were talking earlier, or resistant is because they in
36:42
their mind aren't clear on that vision. They've maybe lost sight of it.
36:45
And so if if it's if they don't have that themselves, then they certainly
36:50
not going to invest kind of into a black black hole, if you will,
36:53
Like I don't know what I'm getting in here, because I don't even
36:55
know what I really want to where I want to go. So I just
36:58
know things I just know that are not working the way they should in my
37:01
opinion. And you know, but I want these things to improve. Well
37:04
to what end? Why what's that? What's what's that vision that you're you're
37:07
casting? And I think that's super important. So it goes all you know,
37:15
it comes all the way from the top down. So as you were
37:21
talking, some things came other things came to mind here because I've served as
37:23
a group manager, leader, if you will, an individual supervisor in some
37:30
of the ways I've looked because if now, once I've embraced this idea,
37:31
like you said, of being coached and myself is I could see other opportunities
37:37
in my team, whether I could coach them to a certain degree where they
37:43
would benefit from another coach. And the ways I was able to find out
37:46
opportunities here was I didn't wait until their annual performance review or whatever it was,
37:53
periodic review, because it does come up. That's a time for career
37:57
planning and looking on like how can they how? Because oftentimes when I do
38:01
a performance review, they say, like, I want to make more money,
38:04
Well, how how do I make more money? Well you've got to
38:06
improve, bring more value, contribute you know, more that, and then
38:09
I could pay you more. Kind of a thing. But you know,
38:15
when you look at that bigger you know a bigger vision. So the vision
38:17
is important, but you can see these opportunities in a in a smaller scale.
38:22
So if you're checking in with your team maybe hopefully maybe my ideally weekly
38:27
or bi weekly at least once a month, you're checking in with them and
38:30
saying where where that, what's working, what's not working? You can then
38:34
find opportunities for coaching and identifying, like to your point, MO, you
38:37
know, if they're depending on what area they need help in, right,
38:42
is it? Is it sales? Is it? Marketing? Is it?
38:45
Is it? You know some technical things that you're trying to do and managing
38:49
teams or work client relationships whatever that is, and the need and who they
38:54
are? Right? I think if you know them well, your team member
38:58
well for example, knowing their power and reality, you can then identify who
39:04
would be a good coach or at least express to the coach, this is
39:07
the type of person. Is this a good match based on who you are
39:12
as a coach? Right? M. Definitely, you definitely have to understand
39:19
what type of coaching you do so that you can bring the best value to
39:23
an organization. There's not a one size fits all and you definitely not everybody
39:30
is going to be your ideal client as a coach. M. Yeah,
39:38
yeah, and I think that's important. I think some coaches, I would
39:44
say, probably have more awareness of this than other coaches. And you know,
39:46
I've talked about this in powerality specifically because I've learned through my lens as
39:52
a coach, and this is just even since I've been doing my business for
39:58
last year and a half of learning who I'm going to be most effective coaching
40:04
in words of like paronality. I consider myself an energizer in that that world,
40:09
and so you know, I can speak the energizer language, so to
40:13
speak. Not that I can't present in a style that's but I'm not going
40:19
to be a successful long term with somebody that's It's like we talk about it
40:24
because maybe a calculator or you know, somebody else. It's on the different
40:31
area of the compass if you will, and so, uh, you know
40:36
that's important because I think you have to ask this of the if you're looking
40:40
at hiring a coach, right mo, what are the questions if I'm you
40:46
know, what were the questions you would suggest asking of the coach if you
40:50
have a problem and like that you know these help And of course there's a
40:54
lot of people say, I can be your coach, but what would you
40:57
what would you ask or what would you advise of somebody when hiring a coach
41:00
something that they should consider or looking out for. It's always difficult to be
41:07
the non expert hiring an expert. You know, if you don't know about
41:14
fixing cars, what do you ask the mechanic, Because no matter what the
41:17
answer is, you really don't know. You're not qualified to evaluate their answer.
41:22
And that's where the challenge comes in. And that's where we why we
41:28
prefer people hire coaches who have some sort of certification because at least there is
41:32
going to be some sort of authority that you can go to if you face
41:37
a challenge or if they misrepresent because you're counting on the coach being the one
41:43
who has the integrity that says, hey, I am going to actually determine
41:51
how to help you. Right, I'm going to be the one with integrity,
41:55
and I'm going to say whether or not we're a good fit, because
41:59
I don't expect you to understand if we are a good fit or not.
42:02
It really should be on the coach to say, hmm, can I help
42:07
you with your situation? And that's hard to do. So I think the
42:10
first question is you know what kind of certification do you have and what does
42:15
that certification qualify you to do? Yeah, if you can, if you
42:20
can understand what the certification qualifies them to do, then you know you at
42:24
least can understand that they have some tools, they have some content, they
42:30
have some curriculum that is a part of what they're doing. So you know,
42:35
I've tried to make sure that I have top certifications. So John Maxwell,
42:40
who's the number one leadership trainer in the world, I'm certified by his
42:45
organization as a coach and a trainer for leadership. H J. Comrad Levinson,
42:50
top marketer in history, rest and Peace. He certified and mentored me
42:58
as well in marketing. So when you know, I look for those kinds
43:01
of things when I am looking to be certified so that I can offer the
43:08
best to the people who hire me. And I think that if you can
43:13
understand what are the credentials of the individual, that not that credentials make them
43:19
good at what they do. It doesn't, but it does mean that at
43:23
least there are resources available to you and there is some sort of accountability.
43:30
If they're out, you know, doing nefarious things, you can address their
43:36
accrediting body and let them know what's going on, and they'll intervene in the
43:40
situation that you're having with them, and they, you know, worst case
43:44
scenario, will lose their credentially, So always, you know, same thing.
43:46
You get somebody to work on your house or something, you want them
43:50
license, bonded and insured. Right, you're not a licensed contractor. Oh
43:53
no, you can't work on my plumbing. You're gonna mess up my cabinets.
43:57
You're gonna right, And then there's you know, you can't tell me
43:59
you don't have any money to fix what you messed up, and no,
44:01
no, no, no no. I mean you can always go to home
44:04
people and get get one of the guys hanging outside, but that's probably not
44:08
what you want for your organization. So I would start there yeah, there's
44:15
so there's a lot more we can go into. MO. I know there's
44:17
so many different segments. I want to just I really appreciate that MO,
44:22
and and being one that is certified through Parerality and Giant and Wake Up Lawyer,
44:28
I've embraced that, and I agree with you that certification is not enough.
44:31
That's why, candidly, why you and I are here on the podcast
44:35
Ensuring, because we want to bring value and show those hey can take this
44:40
and taste and eat and see if this resonates with you and it feels like,
44:44
yes, Mo's my guy, David is my guy. They know me,
44:47
they're there for me. Were I've come from. The philosophy you give
44:52
before you get, We lay it down. We show that. So I
44:55
encourage you guys that look look at the fruit if you will, whether it's
45:00
testimonials, whether it's the content that's being put out there. I put out
45:05
content daily because I want to live transparently that you can see that I live
45:09
from which I share and coach you. It isn't mean just oh I got
45:14
a life Coach certificate and I'm doing this crazy life and then I try to
45:17
coach you on something it's like, no, no, you see that right
45:22
firsthand, right, Mo. Absolutely, and and and you know you're like
45:27
me, I love my job, I love what I do absolutely. I
45:30
live and breathe this every day. And and you know, powerality is all
45:36
in my home, and you know it's in everything that I do, everything
45:40
that I'm involved with. So you know, we you know, we're always
45:44
told me we can't watch a movie without talking about the powerality of the characters,
45:49
right, they say, Oh, but what about the actor? You
45:50
know, so many interview I think the actual actor is different from the you
45:52
know that, Yeah, we we can't get enough of this, so that
45:58
living it is so import or And I don't ever want to teach somebody something
46:01
that I haven't lived, that I haven't experienced that I you know, I
46:06
don't want to guess. I don't want to I want I don't want to
46:08
tell you something that I heard somebody else say that I don't understand how it
46:12
applies or or how it might impact. That's I think that's terrible. Uh
46:16
So that's a part of the having integrity, right, and so that's that's
46:21
probably the The other part is is to have that conversation with the coach and
46:25
just kind of see you know, say you know, I'm and that may
46:29
mean getting an initial retainer from them, just saying you know what, I
46:34
just want to have a brief session with you to pay you for your time,
46:37
to just kind of get an overview of what you do and how you
46:40
help and just see how that fits. If one session doesn't fit, ninety
46:45
nine are not going to mm hmm yeah. Yeah. And and and if
46:49
you've you know, if ideally, if you can find somebody that has used
46:52
this coach before, you personally know have a relationship with right, absolutely,
46:57
referrals. Referrals are are the best person just just cold. So mo,
47:02
I just want to thank you for coming back on again and sharing. We're
47:06
gonna I know we're gonna probably have you back on again because you just have
47:09
so much to contribute. I love it. Thank you for having me anytime,
47:14
anytime. Yeah, there's so much more I want to get into coaching
47:17
you guys. Thank you for listening. We didn't even get to like half
47:21
of our outline tonight because we just had a lot to cover and when we
47:27
have other guests back, we had a few drop out last minute because of
47:30
other things. Life happens, but we will be back recording again. Please
47:35
follow along. I do post on all the podcast platforms. Also on YouTube,
47:40
you can look up business Roundtable podcasts. Just my name David Carr.
47:45
That'll pop up there as well. We're happy to connect with you and any
47:49
of our social platforms look up Powerality, Steward your business. We're on all
47:53
those things and we would love to connect and collaborate with you. But any
47:58
last thoughts before we wrap it up for the night. Get a coach.
48:06
Get a coach, just do it. Get a coach. If that one
48:07
doesn't work out, get another one. Just get coaches. If you have
48:12
a desire to be successful, if you have a desire for your team members
48:15
to be successful, if you have a desire for your business to be successful,
48:20
get a coach. Yes, man, yes, yes, you won't
48:24
regret it. You won't regret it. And and you know, I've got
48:29
multiple coaches literally right now, mo being one of them. And so when
48:34
you find that coach, they should be having coaches. If they don't have
48:37
any coaches, then don't don't hire that coach. Find a coach that's being
48:40
coach. Believe in coaching, for sure, you'd be surprised at how many
48:45
coaches I've met. They say I don't believe in coaching, and I'm like,
48:47
wait, what so, yeah, that's probably a good question to ask.
48:52
Have you ever had a coach and just well, you know, I
48:54
don't really believe in coaches. I'm the only person who can coach. Oh,
48:58
okay, right on, right on, right on. Oh my goodness,
49:02
now, thank you so much, MO. Wonderful having you back.
49:06
You guys, thanks for listening on. Behalf of our panel tonight, David
49:10
Carr of Studio Business sing good night until next time. Take care of yourself.
49:15
Hie. Guys, Thank you, God blessed. Have a good one.