the successful coach magazine may '14

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THE

SuccessfulCoachMAGAZINE

MAY 2014 / JUNE 2014

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Welcome to the world of coaching excellence.And we’re so glad you’re here!From its founding in 2004, it has been our mission here at The Coaching Institute to develop the most outstanding coaches in the industry, to build a community of people who are passionate about making a difference, and to facilitate your success on the incredible life-changing journey of becoming a coach.

With our school turning 10 Years Old this year (I know! Can you believe it!) we wanted to share with you and with the world the incredible wealth of coaching experience and expertise, the breakthroughs of advanced change methodologies, the beautiful and wonderful stories of coaches who are doing what they love and transforming their own life as well as the lives of those around them.

To that end, we welcome you to The Successful Coach Magazine, created by successful coaches, for successful coaches, and for those taking that daring step, whether big or small, towards living their dream.

Here’s to you!ELYSIUM NGUYENChief Creative at The Coaching Institute

OH THE THINKING THAT MADE IT SO...

Sharon Pearson6

SUCCESSFUL CULTURES START WITH A COFFEE CUP

Kerryn Gamble12

FOUR KEY AREAS FOR BUSINESS SUCCESS

Julie Newnham14

SUCCESS COMES IN FOUR PARTSSharon Pearson

6

THE POWER OF MODELLINGDarcy Smyth

20

SUCESS GROWING UPMarilyn McKinlay

22

THE SUCCESSFUL COACH Tania Tebbutt

Nathalie Gevinti Ash Nayate

26

MOTIVATION: NO CONSCIOUS EFFORT REQUIRED

Frank Fava30

ORGANISATIONAL SUCCESS AND E.S.I.P.

Darren Mitchell32

FROM PERSONAL TO BUSINESS SUCCESS

Natasha Williams36

INTERVIEW WITH A MENTORVanessa Talbot

36

the month snapshot

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WRITTENBY

‘they’re bad’, we will interpret their actions as ‘bad’. If we believe they’re ‘good’, then we will interpret their actions as ‘good’. The power of our own expectations will influence what we tell ourselves ‘reality’ is’

One of the most famous experiments in social psychology applied in education was conducted by Robert Rosenthal and Leonore Jacobson. They informed the teachers of a high school that, after rigorous investigations, some of the students had high IQ scores and others had more modest scores.

The reality was that the initial announcements were not real, and the scores they’d declared were distributed randomly.

At the end of the year – eight months from the commencement of the study – the IQ’s of the students involved was once again tested.

The prejudice and its own immorality of the ‘immoral and dishonest Jewish’ that fed the Middle Ages anti-Semitism developed through this self-fulfilli g prophecy – it was forbidden for a Jew to conduct commercial transactions, so they were constrained to break the law, which meant, against their will, they became exactly like the imaginary portrait that described them.

In the 19th century slaves were thought to be ‘lazy, stupid and superstitious’. They were also not allowed to work or form groups, condemning them to this stereotype.

We see the images of thin, waif-like women everywhere we turn, and in turn, that becomes the measure for women’s beauty.

This effect means that we get from another what we expect from them. If our beliefs are,

THE SELF-FULFILLING PROPHECY IS CREATED BY WHAT WE IMAGINE, AND THROUGH THE POWER OF OUR BELIEFS, WE ‘SEE’ REALITY THE WAY WE ARE, NOT THE WAY REALITY ACTUALLY IS.

Oh the thinking that made it so...

page 6

SHARON PEARSONFounder & CEO of

The Coaching Institute

And here’s the thing… 78% of the students who were initially called ‘intelligent’ had a real increase in their IQ with 10 points more until the end of the year, some of them even having a spectacular improvement of 30 points!

The openness of the teachers, their positive expectations generated a beneficeffect, improving ‘the other’s’ dimension of personality – in this case, the intelligence.

The psychologists noticed how, the teachers paid more attention to the ‘intellectually gifted’ students, by stimulating them and constantly encouraging them, offeringthem extra explanations – in effect, they got involved more deeply in the relationship, fact that lead to a response of the students that was convergent with the initial expectations of the ones teaching.

Relying upon these results and investigating over 400 other studies on this subject, Robert Rosenthal proposed that 36% of the academic performances are caused mainly because of the positive expectations of the teachers regarding their students!

One of the most interesting studies of this effect was conducted by a teacher, Jane Elliot, in 1968.

When Martin Luther King Jnr was assassinated, Elliot turned on the TV and she vividly remembers a scene where a white reporter interviewed a local black leader. The reporter asked: ‘When our leader (John F. Kennedy) was killed several years ago, his widow held us together. Who’s going to control your people?’

She then decided to use the Sioux prayer ‘Oh Great Spirit, keep me from ever judging a man until I have walked a mile in his moccasins.’

The following day she had a class discussion about the lesson and racism in general. She later said: ‘I could see that they weren’t internalizing a thing. They were doing what white people do. When white people sit down to discuss racism what they are experiencing is shared ignorance.’

On April 5, 1968, Steven Armstrong was the first child to arrive in Elliott’s classroom, asking why ‘that King’ (referring to Martin Luther King, Jr.) was murdered.

After the rest of the class arrived, Elliott asked what they knew about black people. She then asked the children if they would like to try an exercise to feel what it would be like to be treated the way a person of colour is treated.

page 7

On that firstday of the exercise, she designated the blue-eyed children as the superior group.

Elliott provided brown fabric collars and asked the blue-eyed students to wrap them around the necks of their brown-eyed peers as a method to easily identify the minority group.

She gave the blue-eyed children extra privileges, such as second helpings at lunch, access to the new jungle gym, and five extra minutes at recess. The blue-eyed children sat in the front of the classroom, and the brown-eyed children were sent to sit in the back rows. The blue-eyed children were encouraged to play only with other blue-eyed children and to ignore those with brown eyes. Elliott would not allow brown-eyed and blue-eyed children to drink from the same water fountain, and often chastised the brown-eyed students when they did not follow the exercise’s rules or made mistakes. She often exemplifiedthe differences between the two groups by singling out students and would use negative aspects of brown-eyed children to emphasize a point.

At first, there was resistance among the students in the minority group to the idea that blue-eyed children were better than brown-eyed children. To counter this, Elliott lied to the children by stating that the melanin responsible for making children blue-eyed also was linked to their higher intelligence and learning ability.

Shortly thereafter, this initial resistance fell away. Those who were deemed ‘superior’ became arrogant, bossy and otherwise unpleasant to their ‘inferior’ classmates. Their grades also improved, doing mathematical and reading tasks that seemed outside their ability before. The ‘inferior’ classmates also transformed – into timid and subservient

children who even during recess isolated themselves, including those who had previously been dominant in the class. These children’s academic performance suffered,even with tasks that had been simple before.

The next Monday, Elliott reversed the exercise, making the brown-eyed children superior. While the brown-eyed children did taunt the blue-eyed in ways similar to what had occurred the previous day, Elliott reports it was much less intense. At 2:30 on that Wednesday, Elliott told the blue-eyed children to take off their collars.

I have thought a lot about this exercise over the years and the lessons it teaches us about assumptions and generalisations, and how dangerous and incorrect they often are.

It has founded much of my attitude towards coaching –

THERE IS NO ‘GOOD OR BAD’, OR ‘RIGHT AND WRONG’. THERE’S JUST PEOPLE, FIGURING STUFF OUT, MAKING MISTAKES, BEING HUMAN, AND TO ASSUME MORE THAN THAT IS TO JUDGE BASED ON OUR OWN PREJUDICES AND LIMITS.

We don’t see the person when we do this. We see our own limits.

The cognitive mechanism in the self-fulfillingprophecy is explained by this: we see the world through our own prejudices, filteringthe information that comes to us in such a way to strengthen our own expectations.

page 8

page 9

PYGMALIONEFFECT

reinforce cause

impactin

flu

ence

Self-FulfillingProphecy(PYGMALION EFFECT)

OUR ACTIONS(towards others)

OTHERS BELIEFS(about us)

OTHERS ACTIONS(towards us)

OUR BELIEFS(about ourselves)

We learn these cognitive structures by heart, resulting in the fact that we will explain what is going on around us through this kind of crippled thinking. By this, our expectations create the social reality and, even when the expectations are not authentic, they end up becoming true.

We will even argue loudly as to their truth, and thus perpetuating the view, as if saying it often makes it even more true. Until we’re so convinced of it, that no matter what counter evidence we see, we will still maintain our prejudice.

OUR PROJECTION OF AN IMAGE ABOUT A PERSON WILL LEAD TO THE SELF-FULFILLING PROPHECY AND AT A BEHAVIOURAL CONFIRMATION.

So if we imagine about someone that they are open, friendly, social, we will be kind to them every time we meet them.

The response of this person will be usually convergent with our own expectations: they will attempt to play the role we created, even if, in their own way, they are more inclined towards introversion.

Then we will naturally conclude: ‘They’re exactly how I expected them to be!’

We can then imagine this scene in its negative version, in which we qualify them as ‘cold, distant, and arrogant.

This fact that will make him respond to our aggressive attitude aggressively, even if they are usually a meek and generous person, fulfilling again the ‘prophecy’

page 10

Our way of thinking creates good or bad

outcomes.

STEPHEN RICHARDS

The significant problems we face in life cannot be solved at the same level of thinking we were at when we

created them.

ALBERT EINSTEIN

Nothing is good or bad, but thinking

makes it so.

WILLIAM SHAKESPEARE

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WRITTENBY

Large pharmaceutical companies regularly merge or acquire other smaller companies to boost their product pipeline or fill a perceived gap in their portfolio. Recently some large players in the industry re-structured by cutting and pasting portfolios, R&D pipelines and strategically joining forces to ensure their survival in the marketplace. During a merger, corporate cultures can collide and this plays out in cultural mis-matching, reduced team performance and staff turnover beyond the associated redundancies.

WITH THE CHAOS THAT A COMPANY RESTRUCTURE CAN BRING TO AN ORGANISATION, IT’S TIME TO BE EVEN TOUGHER WITH STANDARDS AS THE NEW STRUCTURES ARE BEING PUT IN PLACE.

The success to establishing an environment of high trust lies in everything we do and say: emails, talking with colleagues and even the simple gesture of putting our coffee cup in the dishwasher, when done consistently contributes to this environment.

The success to maintaining a high functioning environment is through having and maintaining standards that are applicable in all contexts. With consistent standards in place, team members can be certain about themselves and what is acceptable at any given time. In organisations (or society) where culture is weak, there are plenty of rules and processes to control behaviour and jobs created to enforce desirable behaviours.

So what happens to an organisatons’ culture during a merger?

THE GREATER THE STRENGTH OF AN ORGANISATIONAL CULTURE, THE LESS PROCESSES ARE NEEDED TO CONTROL THE ACTIONS OF ITS PEOPLE - IT’S A HIGH TRUST ENVIRONMENT.

Successful Cultures Start with a Coffee CupOr When Cultures Collide

page 12

KERRYN GAMBLEMeta Dynamics Practitioner & Thought Dynamics Consultant

people are doing the “right thing”. When the environment is under pressure, people will leave because the culture has been disrupted and they no longer feel safe.

Many years ago, when I moved to a newly merged (and supersized) company, what was interesting was how attached people were to their company identity and the corresponding behaviours, frameworks and systems that went with that identity. As a new employee, when I met an existing employee for the firsttime, they would typical ask “are you from company X or company Y?”.

It seemed to take around 3 years for people to stop asking this question and the “us versus them” mentality to no longer be top of mind.

One of the great things about a high trust environment is that you are free to work independently and have autonomy, which contributes to greater productivity. The trust and empowerment fosters fresh ideas and perspectives. In contrast, with this freedom comes the responsibility to uphold the standards that support the culture and provide the environment for this freedom. Some days the weight of your own expectations may compete with “urgent issues”. Remember urgent matters will come and go, whereas culture is continuous.

A successful organisational culture only comes from having people who embody “culture positive” values, beliefs and expectations.

This is why hiring on attitude and standards is so important. When culture positive people are given the space to turn great ideas into successful initiatives and their success is rewarded, acknowledged and praised, this is when huge profits happen

page 13

During times such as in a restructure, people within the organisation may demonstrate the following behaviours:

• A more self focused attitude and “individual agendas”

• Low resilience, with more sick days beingtaken

• Regular disappointment

• Low self awareness around their languageand attitude

• More water-cooler talk and culturallynegative gossip

• Emotionally driven decision making

• Hoarding of information

• Greater reliance on authority and be lesslikely to take ownership of responsibility

• Fear of new standards, with a perceptionthat they are judgemental

These behaviours contribute to a low trust environment and with that comes low standards, a tick-the-box mentality and the need for regulation and processes to ensure

WRITTENBY

TO CREATE A SUCCESSFUL BUSINESS, THERE ARE FOUR KEY AREAS THAT NEED TO BE DEVELOPED:

4

page 14

JULIE NEWHAMMaster Coach &

Thought Dynamic Consultant

keyareas for business success

1. Environment(eg. purpose, values, culture)

2. Structure(eg. key performance indicators, benchmarks)

3. Implementation(eg. tasks, activities)

4. People(eg. skills development, role and responsibilities)

Studies show that the most successful organisations are those that are values-driven (Environment).

The reasoning behind this statement is as follows:

VALUES AND BEHAVIOURS DRIVE CULTURE

CULTURE DRIVES EMPLOYEE FULFILMENT

EMPLOYEE FULFILMENT DRIVES CUSTOMER SATISFACTION

CUSTOMER SATISFACTION DRIVES SHAREHOLDER VALUE

These organisations tended to outperform other organisations by significant margins over several years.

Examples of values driven companies are:

• Google

• Salesforce.com

• Zappos

• Zendesk

• Apple

• Lego

• Accenture

• SAS - Statical Analysis Systems

• The Coaching Institute

page 15

1. EnvironmentThis is the cornerstone of business success. With a clearly defined purpose, vision and mission, the business knows what it is aiming for and what to base its decisions on.

The environment also includes the values and culture, how do we do things around here. Standards need to be set that everyone can follow and aligned with the vision and mission. Eg. We will walk our talk.

This is why we are in business.

2. StructureThe structure outlines the systems and categories (Sales, Marketing, IT, Product Development etc.) to be included in the business.

The structure will also include benchmarks and Key Performance Indicators to enable the business to measure how it is going and define what actions it would need to take to meet its vision.

This is what we need in the business.

3. ImplementationThe implementation area focuses on how things are done. The activities and tasks we need to do to ensure we can achieve the vision and mission.

The implementation would include setting the goals for the next 90 days. Have Specific,Measureable, Assignable, Realistic and Time related (SMART) goals that move you towards your vision.

This is how we do things in the business.

With aligned Environment, Structure and Implementation, the decision on who to engage and for what reason becomes clearer.

The values, beliefs and culture they want from people is defined, you know what you are going to do and how you want to do it, so skills required have also been identified.

Of course not every business starts with all four areas.

They usually start with Implementation and People. This will work for a while but as the business grows, the absence of Environment and Structure becomes more noticeable and problems start to arise. Goals are missed; there is disruptive behaviour; productivity is poor and motivation is low.

TO BECOME SUCCESSFUL, THE BUSINESS NEEDS TO IDENTIFY THE GAPS IN ALL 4 KEY AREAS AND START TO ADDRESS THEM FROM THE TOP DOWN.

4. PeopleThe people area focuses on who we need, what skills they need and their attitude in order to achieve our outcomes and align with our business culture.

This is who we require for the business.

Success using ESIPThe successful business will start at E or Environment. They work their way through Structure, Implementation and People by firstunderstanding their vision, mission purpose and culture (including Values and Beliefs).

With a clear end in mind, they can seek out the best Structure required to support the Environment. Identifying the most suitable benchmarks and KPIswill enable the business to stay on course.

Once both the Environment and Structure are in place, it is easier to identify the goals and activities that would work toward achieving the desired outcomes. Decisions are focused on delivering results that align with the vision.

page 16

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WRITTENBY

I don’t act on what I learn, until I see all four parts.

MY MODELLING OF SOMEONE INVOLVES STUDYING:

1. What their thinking is,

• Their beliefs

• Their values

• Their disciplines and habits

• Their standards and expectations

• Their goals and purpose

• Their attitude towards life and attitudetowards what they do

To ask what I did is to make assumptions about who I am, what I’m capable of and what I’m willing to do.

Perhaps what I did is based on who I am, and my background, my experience (and lack of it!) and thus is a terrible thing to do for anyone else.

Perhaps what I did is now considered so old-fashioned that no one would do it.

Perhaps knowing my actions is only one quarter of the picture. And that to model what I did would require knowing the full picture, not just the one quarter the questioner seeks.

When I model someone, I am looking at what they’re doing. But I’m looking beyond that, to see the full, four dimensional perspective of them.

I’M OFTEN DRAWN INTO CONVERSATIONS WITH COACHES WHO WANT TO KNOW ‘WHAT I DID’ TO BECOME SUCCESSFUL IN THIS INDUSTRY. THE QUESTION IS ENTHUSIASTICALLY WELL-INTENDED. THE QUESTION IS ALSO FLAWED.

Success comes in four parts

page 18

SHARON PEARSONFounder & CEO of

The Coaching Institute

2. How they structure their actions,

• What areas they focus on when decidingwhat to do

• What they consider and include in theirdecision making

• What they take into account in termsBenchmarks to know they’re on track or

need to improve

3. What they do,

• The actions they take

• In what order or sequence they focus theiractions

• How long they maintain their actions

• How they measure their actions

• How they adjust them

• What they consider when they adjust them

4. Who they involve in the strategy,

• The people on their team

• The people who supply them what theyneed

• The turnaround times they expect ofeveryone

• The prospects/the clients

When I’m asked: ‘What did you do?’

I want to give all this information, but I notice most people aren’t interested in what seems to them to be peripheral to the ‘main game’ of action. Yet, I know my success is based on all four dimensions (Meta Dynamics Frame).

I would not have succeeded in this industry if I limited my focus simply and solely to action.

Yet, still… My answer is unfulfilling to mostpeople when I attempt to give the mindset of my actions. Success belongs to a small percentage of people, and I believe this is why.

Most people are concerned with the day to day of doing. They don’t see, or appreciate that one action can be done millions of different ways, depending on the thinking brought to it. You can call a client, and follow the script. Or you can call a client, listen to them, and hear a way to help them. You can call a client, and tick the box that you’ve ‘done your job’, or you can call a client and really dig chatting with them and make their day.

My answer to the question, ‘what did you do?’ would include that I called clients and chatted with them. But that doesn’t begin to cover what I ‘did’. I understood them. I put their needs ahead of my own. I thought of ways to wow them. I obsessed about how to serve and reminded them why being my client really mattered. And none of this was something I would ever write down. It’s my attitude and it’s in me to be that way. It’s a not a list of ‘tasks’. ‘Wow client: tick’. That would suck!

When we consider each action from a Meta Dynamics perspective, we get a much clearer idea of what’s actually needed to succeed. No wonder so few people achieve what they set out to do – they have one quarter of the strategy for success, and just keep doing that, over and over, and wonder why it’s not happening!

SUCCESS DOES LEAVE CLUES. IT’S POSSIBLE FOR ANYONE WHO HAS THE WILLINGNESS AND ABILITY TO LEARN ALL FOUR DIMENSIONS.

page 19

WRITTENBY

someone, somewhere, has a better idea, and the operative compulsion is to find out who has that better idea, learn it, and put it into action fast”. This is the mark of a man who knew what worked and knew how to model effectively. He evidently didn’t waste his time trying to reinvent the wheel or simply take a guess at what worked. He looked around and noticed who was getting the results he wanted for his company and he adapted their beliefs, strategies and structures to achieve the same output.

The first step is to know the outcome that you want with precision and specificity because if you don’t know exactly what you want you can’t have it.

...Typically in the form of parents, teachers or friends and modeling effectively is incredibly powerful in allowing us to shave significantmistakes, time and energy off learning a new skill! Modeling in the form of personal development typically refers to selecting someone who has the results we want and running the same strategies that they have for the same results. When we stand on the shoulders of giants that have walked before us, we are able to then inspire success for others. We are able to contribute and make a difference on a level that we may not have realized was available to us before.

Jack Welch, well known for his work as CEO of General Electric, knew the power of this when he said ‘The operative assumption is that

FROM THE YOUNGEST OF AGES WE BEGIN TO MODEL THOSE AROUND US WITHOUT EVEN REALIZING IT. WE ARE WHERE WE ARE TODAY BECAUSE OF THE PEOPLE WE HAVE MODELED IN OUR PAST...

Inspiring Success

The Power of Modelling

page 20

DARCY SMYTHMaster Coach and

WOW Team Member at TCI

The second step is to find the model that has it by asking yourself effectivequestions (How do I know this exists? Where have I seen this work before? Is there anyone that has even better results than this?). These two steps are perhaps the most important as they can set you up for either mediocre or superior results by the effectiveness of the questions you are asking yourself at this stage.

The final key is to never do it ‘your way’ until you get their result and then improve the result from there. Many people fail to model for success at this step due to objections about wanting to bring ‘their own style’ or by doing it in a way that is more comfortable. Keep in mind however that by choosing this path the unsuccessful person is likely modeling someone with mediocre results (remember we are always modeling whether we consciously choose to or not!).

WHEN YOU CAN MASTER THE ART OF MODELING AND YOU COMMIT TO THESE THREE STEPS YOU CAN CREATE RAPID AND POWERFUL SUCCESS IN YOUR LIFE.

It is because this is so powerful that it is critical to model those who inspire our own success. When we remember that we are always modeling regardless of whether we realize it or not it reminds us that we might as well model those who have the results we want! So who are you modeling? Whose results resemble yours? Whose results do you desire?

Excellence is an art won by training and

habituation.

We do not act rightly because we have

virtue or excellence, but we rather have

those because we acted rightly.

We are what we repeatedly do.

Excellence is, then, not an act but a habit.

ARISTOTLE

WRITTENBY

And what form does their success take…money, accolades, maybe just the ‘simple’ life? So I want to take a different approach to ‘success’ and explore the concept through the filter of ‘growing up’. To begin with, I want to start at the very beginning…just like Julie Andrews. Chronologically, success means very different things to us as we age, and these fall into a number of categories.

Very young children havetheir success mostly measured as physical milestones and I say this in passive tense for a reason. The parents are the arbiters of success at this age and we are dependent upon them showing due acknowledgement of our achievements, such as:

• Becoming potty trained• Eating independently with utensils• Tying up our shoelaces• Being able to keep ourselves out of danger

in a swimming pool.

I HAVE WATCHED MANY VIDEOS FROM MANY DIFFERENT SOURCES ON WHAT CONSTITUTES SUCCESS, THE MOST RECENT BEING THE 8 SECRETS OF SUCCESS BY RICHARD ST JOHN. THIS IS AN ENGAGING TALK BY A MAN WHO SET OUT, OVER A NUMBER OF YEARS, TO DISCOVER IF THERE WERE ANY COMMON CHARACTER TRAITS, HABITS OR BEHAVIOURS, ETC. THAT LED TO SUCCESS. HE INTERVIEWED MANY SUCCESSFUL PEOPLE AND ARRIVED AT A SET OF 8 TRAITS THAT SET THESE PEOPLE APART FROM THE MASSES…THEN I GOT THINKING.

WHERE WERE THE ‘ORDINARY’ PEOPLE IN THE SURVEY AND WOULD THEIR VIEWS ON SUCCESS DIFFER IN ANY WAY FROM THE HIGH ACHIEVERS?

Success growing up...

page 22

MARILYN MCKINLAYMaster Coach &

Thought Dynamics Consultant

Why do we conform to the pervasive, tangible measures of success that have been handed to us through the generations?

How often do you acknowledge yourself, your colleagues or your loved ones for the little successes achieved on a daily basis – successes in every dimension: physically, cognitively and socially? We freely give this to our children. What stops us from giving it to adults – or to ourselves for that matter?

I challenge you to throw off the shackles of learned behaviour and explore how you can integrate success into all aspects of your life – right NOW.

Firstly, consider the values and beliefs that you think will support your success. What are these – confidence, accountability, and commitment? See if you can come up with at least 7 of these.

Next, in what areas of your life can you recognise and acknowledge success? There are 7 areas in the Wheel of Life. I suggest that you use these categories and see how your wheel improves over the next few months now that you have decided to focus on success on a regular basis.

Finally, what actions can you take within each of the categories that align to your values and beliefs etc. to create more success in your life? For example, if one of your values is commitment and the category is health & wellbeing, schedule regular exercise and acknowledge each success point on your ladder to fitness. Do this for each category and you have 7 times the opportunity for success, multiplied by the opportunities you give yourself in each category!

All the best for your success!

page 23

As we progress into school our success is measured, again by others, in terms of a quantifiable thing and often against our peers of the same age. At this age, the cognitive dimensions also appear in the success measures. Some examples include:

• Charting, with or without stars, of the number of books read

• Report cards!!!!

• First in class or a race

• Whether or not you have a ‘best’ friend – regardless of the duration of that friendship :)

Various other comparisons, which include parents, cars, and other tangible measures of success – measures that are passed on by the ‘adults’!

In adolescence, measures of success are still often imposed externally, especially in relation to education – which seems to be the accepted measure of progress. It is at this stage that the dimensions of social intelligence now emerge as quantifiable measures of success and include such things as (no judgment):

• The number of ‘friends’ on Facebook

• Whether or not you have a boyfriend

• How one looks when going out

• Alcohol consumption

Then we move to adulthood and, to me at least, we seem to continue our familial and societal models with little questioning. Where does that questioning rebellious nature of the adolescent go?

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TANIA TEBBUTTwork in the name of SucSEED. At this stage I am working with clients from both of these spaces to continue to build, learn and stretch.

It has been really exciting to set up as a professional, doing what I love and feeling like I’m good at it! It is extremely satisfying to have people say YES! Their feedback to date has been amazing.

I’m reaching out to young executives and entrepreneurs alike to keep them ahead of their game and master that age old foe – work/life balance!

WHAT’S MY RECIPE FOR SUCCESS?

• You need to create beliefs that get you were you want to be

• Know that you CAN have it all• Be organised – every minute counts• Find the opportunities• Talk about your dreams• Make them real• Stay focused

I began with The Coaching Institute in January 2014 and was instantly applying what I had learnt to my day job in HR. I was blown away by the quality of the presenter and felt very inspired by the authentic messages that were shared. The experience of my Foundations of Coaching Success training continued to resonate with me for weeks!

With 10 years’ HR experience in challenging public sector environments as well as dabbling in creative pursuits as a yoga teacher, writer and maker of things alongside the standard 9 – 5, you would be right in saying I’m a doer.

Connecting with TCI was about me taking action to step it up again. I wanted to move away from focusing on conflict resolution and “bread and butter” HR and was driven to findnew ways of making a difference, a way that had a positive, proactive approach.

Currently, I am in the phase of building the foundations. I have created a business to compliment both my Yoga studio and my HR

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THE

Successful Coach


NATHALIE GEVINTImy assessments. I am really proud of all my achievements and to top it up I just got my first paying client

At the moment I am on maternity leave from my “day job” and my goal is to not go back. So when my 7 weeks old son sleeps I work on my coaching, when he feeds I work on my coaching, if it is in the middle of the night I update my LinkedIn on my phone. And I make sure I still rest and look after myself and my partner.

My aim is to create a business that will give me a lifestyle where I can be present for my children, where I can be a role model to them and make a difference in the world

I got where I am today by following TCI learning, creating the right beliefs, taking actions and stop comparing myself to others because everybody’s journey is unique.

Everybody’s definition of success is different,so find yours and go get it

My Foundations of Coaching Success training was in April 2013. I remember hearing many “zero to hero” stories and I was worried I hadn’t struggle enough to make it as a successful coach! This is when Joe Pane taught me my first lesson:

“IT TAKES A LOT OF COURAGE TO LEAVE A PLACE OF COMFORT TO GO GET MORE”.

This still carries me today.

A year later, after over 10 years in the corporate sector, I have my own business called Unlimited Mindset Solutions. It’s a leadership coaching practice designed to help businesses increase their profit by improving their staff productivity. At the moment I work with individuals on different areas of their lives.

Looking back I am amazed at what I have achieved during this year, including writing a book, having my first baby and submitting

page 27

THE

Successful Coach


ASH NAYATEI was also challenged in my personal life. My husband and I had been trying for several years to start a family. We’d been through the rigmarole of medical testing, and the problem was me.

My body was not doing what it was supposed to. There was no medical explanation for what was happening. My blood work was perfect and scans were clear. I was fit, healthy, and active. I was told that medical intervention would be needed… and I was mentally preparing myself for that journey.

And then, one day in July 2013, as I was idly flicking through a book, the words “life coach” jumped out at me.

I’d read those words before, but this time they stuck in my mind. I contacted a few schools in my area, and The Coaching Institute was the clear stand-out. Within a day of signing up on the website, I received a call from the wonderful Fiona Mangano.

My coaching journey started in July 2013. Until this point, I had never even heard of a life coach. How could I have known that it would change my life?

At the time, I was working in three part-time jobs as a clinical neuropsychologist. I had landed sought-after positions in paediatrics, and I thought I was where I wanted to be.

I had a good job and fancy title, a loving husband, a beautiful home, and living in a wonderful city in the greatest country in the world. However, I was experiencing a sense of unease in my work.

WHILST I LOVED WORKING WITH CHILDREN AND YOUNG PEOPLE, AND I WAS ENJOYING THE INTELLECTUAL CHALLENGES OF MY JOB, I WONDERED IF THERE WAS MORE I COULD BE DOING TO HELP OTHERS.

page 28

And then, the medically “impossible” happened.

Exactly five weeks after my intake weekend, I took a positive home pregnancy test. My heart skipped a beat. The world stopped turning. And from that moment, I realised that anything is possible.

So it began, my journey as a coach and as a mother-to-be.

Over the last six months everything has shifted. Just as new life is being created in me, I can feel my true self also emerging. I’m learning to listen to the quiet whisper of my own heart instead of the screaming expectations of others.

My perspective on life is changing every day, serving to strengthen my resolve to help young people and their families. I believe that to create a global shift in happiness and wellbeing, we must start with the adults of today and tomorrow.

To that end, I have created “Revolution Me”, to proactively promote mental health and positive mindset in ourselves, children, young people, and families.

I TRULY FEEL THE POWER OF

MY OWN REVOLUTION, AND I

AM HUMBLED AND BLESSED

TO BE ABLE TO SHARE THIS

WITH THE WORLD.

We had several conversations over the next few weeks – conversations unlike any I’d had before.

Her enthusiasm and spirit were infectious, even over the phone, and I found myself becoming increasingly excited about the prospect of coaching. I received the starter kit and I realised that coaching might be the way forward, not just professionally, but also in my personal life.

I KNEW SOMETHING HAD TO CHANGE.

I HAD PUT MY LIFE ON HOLD, TELLING MYSELF THAT I NEEDED TO HAVE CHILDREN TO BE HAPPY.

After some introspection, I resigned from one of my jobs, and felt instant relief. I soon signed up with TCI and did my intake weekend in September 2013.

The weekend was intense, and incredibly profound. By Sunday I was renewed. I knew with absolutely unyielding certainty that I was exactly where I needed to be. I walked out of TCI on Sunday evening feeling truly powerful.

In the weeks that followed, I threw myself into learning everything I could about coaching and about myself.

I loved everything I was discovering and receiving, and I quickly realised that helping myself to become happy was the greatest gift of all.

page 29

WRITTENBY

motivation instinct responds in turn.

If you’re thinking that lack of motivation is your problem, then you’re most likely doing little actions and dreaming about that big success to come along. If you don’t mind waiting for that success then continue being nice and comfortable....

...BUT...

If you want that success immediately, then intensify the need to act to the point where it must happen right now. Lift your standards and make it a matter of survival. As the saying goes “A big enough WHY can handle any HOW”.

Raise the stakes.

A hungry man must eat.

A drowning man must breathe.

Thinking about motivation is a waste. Focus instead on the need that you must fulfil.

What need must you fulfil as a coach? For yourself? For your clients? For Humanity?

It’s one of my favourite things to hear because it’s “solved” in 5 minutes of talking and we can get to the real stuff after that! Thinking or talking about motivation is a waste of time and effort (except in recognising that it is a waste of time and effort, like in reading this article). There are far better things to spend your time and effort thinking about

Just like breathing, walking, eating and thinking itself, motivation is something that occurs automatically given the need and depending on the intensity of the need. No conscious effort is required, it’s just something that you do.

Let’s say that you and I walk into the surf at the beach together, having a great ol’ time and then without warning, I dunk you 1 metre under water for 2 minutes and you can only hold your breath for 90 seconds.... do you think that you’ll be motivated to breath then? Hell Yes! Further more, would you need to think about building up your motivation to breathe first? No!. It would come and it would come very quickly! The need is intensified to the point where it must happen now and the

NO MATTER WHO I TALK TO THESE DAYS, WHETHER IT BE A FRIEND,

ANOTHER COACH OR A CLIENT, ONE OF MY FAVOURITE THINGS TO

HEAR THEM SAY IS THAT THE PROBLEM FOR THEM IS MOTIVATION.

Motivation:no conscious effort required

page 30

FRANK FAVACredentialed Master

Practitioner of Coaching

SYDNEY COACH AND CONNECT PRESENT

Johnnie CassThe Coaching Institute

Trainer & Facilitator

BRAND YOU !HOW TO RUN A HIGHLY PROFITABLE AND SUCCESSFUL COACHING

PRACTICE!

Johnnie is a world-class international trainer. He has travelled the globe training tens of thousands of people to be the best versions of themselves.

Johnnie is a skilled Meta Dynamics (NLP) Trainer and specialises in High Performance Coaching and Wealth Generation.

He is committed getting YOU the best possible results and delivering you to success.

DURING THIS FUN AND INFORMATIVE SESSION YOU WILL

• Learn how to build a million dollar practice.• Discover the importance of why your unique branding

is critical to your success.• The biggest mistakes you can make in the coaching industry

and how to avoid them; and of course much much more.Walk away with the understanding of what it means to build and leverage

a highly profitable and successful brand.

WHEN? Saturday the 24th of May, 2-4pm

WHERE? The Bat and Ball Hotel, 495 Cleveland Street, Corner of Cleveland and South Dowling

HOW? Email [email protected]

INVESTMENT $20 at the door

Book your seats early to avoid disappointment!

page 31

WRITTENBY

Global leadership expert John C. Maxwell believes that leadership rises and falls on influence,and when we look at a leader’s ability to influence in a large corporate environment, combined with the level of Emotional Intelligence of the leader, we can gain an insight into the health and vibrancy of the organisation. And when we add the additional layer of ESIP from Meta Dynamics, we can quickly see the underlying patterns emerge that either underpins the organisation’s strong, sustainable performance, or severely hampers the performance, and holds the organisation back.

From an Environmental (E) perspective, the Emotionally Intelligent leader understands the critical importance of establishing, developing and maintaining a culture that is aligned to a common purpose and that operates at a standard of excellence which is not only non-negotiable, but is also sustainable.

Having spent over 20 years in big corporate environments, I have noticed that success can be all of these, and yet it can be any of them – depending on the message that the organisation is looking to deliver to the market and to their shareholders. And the interesting thing about the messaging is that if it seems to change year after year, what message does it send to the real ‘assets’ of the organisation – the employees, and how do they then actand operate in the environment? Is there consistency? Are the results replicable, predictable and sustainable?

I have seen this play out over the last 5 years in a very large corporate organisation, and it has been intriguing to witness – even more intriguing as I have continued to learn more around leadership, Emotional Intelligence, and what distinguishes a good solid company from a great company.

WHAT DOES SUCCESS LOOK LIKE IN A BIG CORPORATE ORGANISATION? IS IT A HIGH LEVEL OF EMPLOYEE ENGAGEMENT? IS IT POSITIVE SALES AND REVENUE GROWTH YEAR ON YEAR? IS IT UNDERLYING NET PROFIT? IS IT GROWTH IN MARKET SHARE? OR IS IT ALL OF THESE?

Organisational Success and

E.S.I.P.

page 32

DARREN MITCHELLExecutive Coach and

Meta Dynamics Practitioner

else (‘shiny thing’). This would have resulted in short term uplift in performance and results, but at what cost? Instead, the Sales Director gathered his senior leadership team together and revisited and reviewed all the key elements of the environment to identify what was missing, and where we needed to regroup and reload. We relooked at our vision, our values, the standards of excellence that we had agreed to but were not operating to consistently enough, we looked at the expectations we had of key stakeholders and partners, we reviewed our own beliefs and attitudes, and finally re evaluated and re set our goals for the next 6 months. The result? Within 6 months, we had turned around the sales performance of the organisation, ending the year with the best sales results in 5 years, and the engagement of our employees also hit an all time high.

So with hindsight, I now have a much clearer understanding of the absolute necessity to create an environment that is set up for sustainable success, and the tenacity that is required to fight to uphold the standards within the environment, despite the many possible distractions that appear to knock the team off track. And only once the environment has been created, can the organisation then look to the Structure (S) that is required in order to support the environment.

Many organisations look at themselves as being very strategic, when in actual fact, they are purely tactical and default immediately to the task of what needs to be done, without giving any (or much) thought to the environment or the structure that is required – whilst this can sometimes deliver resultsto the organisation, often the results are ‘hit and miss’, the performance of individuals within the organisation can be across a very

page 33

They possess a level of self awareness that enables them to tap into their emotions and channel these emotions in the most productive way,

They are able to easily empathise with others on their team,

They can build strong and genuine relationships with others,

They influence and inspire others through their example, their words and their deeds

And they can set the direction and vision of the organisation guided by a strong personal philosophy, underpinned by genuine authenticity.

When the leader has been able to facilitate the creation of this type of environment, it significantly reduces the possibility of people within the organisation being distracted by ‘shiny thing syndrome’, as they are aligned to a common vision, they understand the standards required to deliver on the vision, and they are better able to overcome any obstacles that are placed in their way. They do not change direction every 5 minutes when a new ‘shiny thing’ appears.

An example of this took place 8 years ago when I was running a corporate sales team, and our organisation’s sales performance was tracking significantly behind target. The logical and easy approach was for the Sales Director to be distracted and demand all attention be placed on increasing the sales performance in the short term, to the exclusion of everything

wide spectrum, people will be ‘very busy’, but not necessarily productive in delivering the outcomes that the organisation is looking for.

So from a structural point of view, the successful organisation will be very prescriptive on the benchmarks, key performance indicators (KPI’s), goals & objectives, methods of operation, processes etc that are required to deliver the outcomes that meet the organisations vision. Whilst the people within the organisation may still be ‘busy’, they are busy with a clear intent, with a clear objective, and hence they become more productive.

A recent example of the importance of structure occurred when I was asked to manage a national group of Project Managers – in reviewing the structure they had in place,I recognised that each Project Manager had approximately 20 separate KPI’s that they were measured against, with many of the KPI’s not directly supporting the environment that had been created. As a result, we had many Project Managers arguing and justifying why they were unable to take on new projects, that they were operating at maximum capacity, that they were extremely ‘busy’ – the end result being that customers with new services to be connected were suffering

extended delays, which then flowed on to them being dissatisfie in the performance of the organisation. Through reducing the number of KPI’s that each Project Manager carried, it allowed a different conversation to take place, all of a sudden the justification of being at capacity was no longer valid, Project Managers were able to take on more projects, the delays in customers getting services connected reduced significantly, and most importantly, the structure of the team linked more congruently with the environment, and predictably, the level of customer satisfaction increased.

One of the key learnings for me was the importance of having the structure clearly defined, and clearly articulated, ensuring that the elements and categories within the structure (KPI’s benchmarks, processes etc) congruently supported and underpinned the environment.

THE POWER OF CLEARLY ESTABLISHING AN ENVIRONMENT ALIGNED AROUND A COMMON PURPOSE, VISION AND VALUES AND THEN ESTABLISHING A STRONG STRUCTURE WITHIN THE ENVIRONMENT CANNOT BE UNDERESTIMATED.

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Through understanding this model, it becomes much easier to assess organisations on their performance and direction, and then be able to assist them in their development and transformation.

Many organisations focus their attention entirely on the Implementation (I) and their People (P), thinking that if they are able to get their people (sometimes encourage them!) to do more, they will achieve the results. When the results do not materialise to their expectations, the leaders of the organisation seek to then replace the people or train/up skill their people, thinking that if they focus on the people and the doing, success will be inevitable.

This pattern will inevitably deliver a predictable result, that is, a level of success and performance that is not sustainable, replicable or consistent. The Emotionally Intelligent leader though, fully understands that the power of the people and what they do only pays consistent and sustainable dividends when the environment is created for sustainable success, and is ably supported by the structure.

So, as Executive Coaches and Leaders of business and communities, there is a massive opportunity to assist companies and organisations to transform their business, to create or re-create environments that will enable success to be predictable, to enable these organisations to attract the people into the organisation that will rally around the vision, mission and values, to assist them in establishing a structure that will support the environment, and know that the people they do attract will implement what needs to be done in order to create a profitable and sustainable organisation.

page 35

If everyone is moving forward together,

then success takes care of itself.

HENRY FORD

Coming together is a beginning,

keeping together is progress,

working together is successHENRY FORD

Obstacles are those frightful things you see when you take your eyes

off your goalsHENRY SHAKESPEARE

WRITTENBY

in business if we can’t be successful with an intimate partner? What can a successful personal relationship show us about successful business relationships?

I’m blessed to have three of the most beautiful, loving and inspiring best friends. They’re all extremely successful in their chosen fields.As Sharon says, model those who are getting results.

It struck me the other night while at one of my friends. Each of them is in a loving committed relationship for 12, 15 and 20 years now. There’s a definition of success. So I wanted to look for patterns on what makes a successful relationship last.

I think of recently when Sharon helped save 130 moon bears and her post this is success. Sharon recently celebrated her 20 year anniversary. In talking about it she smiled and said how she loved him more today than when they first fell in love. That’s a pretty fine benchmark for success. Success is so diversified and based on our personal perceptions.

I’ve been separated a year and have recently started dating. I haven’t worked out if our marriage was a failure or our breakup was a success in acknowledging our values really weren’t aligned. It has got me thinking about the connection with business success to relationship success. Can we be successful

I’VE ENJOYED REFLECTING ON WHAT DEFINES SUCCESS THIS PAST WEEK. AS FAR AS BENCHMARKS GO, SHARON PEARSON IS A PRETTY GOLD EXAMPLE. AS MUCH AS WE KNOW ABOUT HER BUSINESS PROWESS, WHEN I THINK OF SHARON AND SUCCESS, IT’S SO MUCH MORE THAN THAT.

page 36

NATASHA WILLIAMSMaster Coach and

Mastermind Mentor at TCI

TO

spider, cooks the dinner and takes out the garbage. In a trusting and loving relationship the roles aren’t labelled as his or hers, they’re flexible and not set.

Each of their husbands are just as comfortable cooking up a storm as they are watching their sports. Raising children isn’t a weekend role. It’s a full time partnership of checking in, collaborating and uniting in parenting. I never hear them say “but I…” They truly care about each other, filling each other’s tea cup and knowing instinctively when the other needs a break.

If something needs to be done, they’ll jump up and get it done. Don’t we see that in successful teams?

....................................................................................

We’ve all experienced someone who’s said “that’s not my job” and feel the energy drop. Yes, of course it’s important to delegate and have defined tasks, but in a crisis a successful team jumps in and gets the task done, no matter what their title. ....................................................................................

3. Never be complacentAfter all these years these couples still delight in finding ways to make their partner happy. It doesn’t have to be a grandiose all out event. It’s being kind and thinking of ways to make them smile. Have you met a couple that’s kinder to a stranger on the street than they are to each other?

My friend with a 9 month old sees the romance in a cup of tea waiting for her when she wakes up to the chance to have a nap in peace when she’s exhausted.

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1. Compromise...“kind of ”They all agreed it’s not really compromise because that infers giving up something to get something and it’s not like that. It’s not losing, it’s looking at the bigger picture and evaluating what’s precious to your values and what’s expendable. It’s also what gift can be learnt by exploring other alternatives?

One of my friends for example is a High D energy on holidays. She loves having every minute slotted into action, exploration and taking in every sight, sound and opportunity. Her husband’s much more the chill out and relax guy. So she’s learnt to see the gift in doing both rather than insisting on the go go go pace. That’s her definition of compromise if that makes sense.

My other friend expanded how they put it all out on the table, the good, the bad and the indifferent and they work together to see what’s best for the family as a unit.

Coming from a place of love, everyone always wins. Isn’t that the foundation for a successful team as well?

.....................................................................................

Understanding people’s strengths and natural energies, appreciating there’s ways we love things done and sometimes we have to embrace how others can get the task done. .....................................................................................

2. Dynamically exploreyour definition of rolesEarly in her relationship one friend realised how set she was in her beliefs around old-fashioned roles such as who relocates the

It’s the consistent “Babe, let me get that” or even more consistent just doing it.

How many businesses have lost their long term clients by being complacent?

....................................................................................

There can come the illusion of ease simply because they’ve been with us so long, yet isn’t that exactly why we must find new ways to appreciate, acknowledge and find new ways to excite them? Sharon and The Coaching Institute is a prime example of consistently finding new ways to add value, surprise webinars, bonus trainings sharing new learnings along the way always.

....................................................................................

NO MATTER HOW YOU DEFINE SUCCESS, WHETHER IT’S BUSINESS OR PERSONAL, IT’S WORTHWHILE TO REFLECT ON HOW YOU’RE CONSISTENTLY ADDING ENERGY TO EXPLORING HOW YOU CAN GIVE MORE.

How flexible are you in adapting and riding with challenges? What questions are you asking on what more could you be doing? Like a good marriage, you never arrive at success and then that box is ticked. It’s a constant moving target to consistently strive to bring even more to the game.

To your continued success!



HENRY FORD






World’sCoaching

Excellence

THE

STANDARDS IN

INTERNATIONALCOACH GUILD

World’sCoaching

Excellence

THE

STANDARDS IN

INTERNATIONALCOACH GUILD

VISIT WWW.INTERNATIONALCOACHGUILD.COM

CREDENTIALED MASTER PRACTITIONER OF COACHING

AUTHOR & SUCCESS CREATION GUIDE AT EXTRAORDINARY BEINGS SUCCESS CREATION

MENTOR AT THE COACHING INSTITUTE

INTERVIEWWITH

FROM A SHY STUDENT TO A SUCCESSFUL COACH TO A BRILLIANT MENTOR... VANESSA SHARES HER STORY, HER JOURNEY, HER QUIRK AND HER EXPERIENCE AS A MENTOR AT THE COACHING INSTITUTE.

VANESSA TA

LBOT

page 40

12 months from beginning as a student with TCI what would have previously taken me ten years .... or never.

I started my own coaching business Extraordinary Beings Success Creation where I gained my first 7 clients from the USA before I ever coached anyone here in OZ.

I finally achieved my long term aspiration of becoming a published author and wrote and published a book that sold out its firstprint run in the USA within 3 weeks of being released (before TCI I had two manuscripts sitting in my offic for over 10 years!), and now I get to work with authors, public figuresand new coaches on helping them step into the spotlight and get their message and work out there by being seen and heard. I’m quite comfortable putting myself in the public eye and gaining attention now which before, I never would have. As a very private and shy person, I’ve had to ignore that very part of me that says, “stay quiet, stay in the background” and let a new part of me emerge when it was necessary to do so.

ON A SCALE OF 1-10 HOW WEIRD ARE YOU? AND WHAT DOES THAT NUMBER MEAN TO YOU?

I’m not weird at all. I’m completely normal. It’s the rest of you that are all weird!! HaHa!! I think I’m a 0 on the weird factor. I’ve just been told though that on the contrary, I’m a 10 for TOTAL Weird. I’m cool with that.

WHY DID YOU DECIDE TO BECOME A MENTOR?

For the Power and the Glory! Ha Ha!! Really, being a mentor was something I aspired towards when I first began my triads as a new TCI student 4 years ago. I got such great value from my mentor at the time and it became something I also wanted to pay forward. So here I am, mentoring :)

WHAT IS THE GREATEST REWARD AS A MENTOR?

Witnessing the incredible growth in just 3 short sessions of the students once they begin to work with their mentor. When the mentor’s feedback is taken and acted on, then the coach’s growth in skill and confidence is amazing and it’s always such a thrill for me to see this. It never fails to astound me though it shouldn’t because it happens every time :)

HOW HAVE YOU GROWN FROM THE PERSON YOU WERE WHEN YOU BEGAN TO THE PERSON YOU ARE NOW?

Once upon a time I was very shy and a complete hermit. Then I began my coaching journey with TCI. I was absolutly terrified of being around all the people in my intake weekend. Now I’m a shy hermit who now knows how to BE the person she needs to be to succeed in the coaching business. I did in

page 41

WHAT ARE YOU CURRENTLY READING?

Rich Dad, Poor Dad by Robert Kiyosaki. An oldie that I’ve had on my bookshelf for ten years and I finally pulled it out and started it.

WHAT IS YOUR SUPERHERO NAME?

Vampirella. A sexy super heroine vampire who can do anything! I loved the Vampirella character in the comic books when I was a little girl and somehow identified with her at that young age. She was strong, sexy, and kicking ass!!!

DO YOU WEAR A CAPE OR YOUR UNDIES ON THE OUTSIDE...OR BOTH?

Oh please... you know I never wear underwear ;)

WHAT ARE SOME OF YOUR HIGHLIGHTS AS A MENTOR?

A particulary shy young woman who could barely coach for nervousness became, in the three sessions, the most confident and articulate coach once she decided to truly listen and serve her client rather than be fixtated on her own nervousness. I particulary enjoy seeing new coaches get out of their ‘me’ and into their client instead. Then I see transformation in both coach and client!!

WHEN YOU STARTED AS A MENTOR, WHAT WAS THE BIGGEST CHALLENGE YOU OVERCAME AND WHAT ADVICE WOULD YOU NOW GIVE OTHERS?

Definitely being back in the position of getting feedback, this time from my mentoring mentor at the time on my mentoring. That was tough because it showed I wasn’t getting everything right and even tougher was not beating myself up because I had made mistakes and been called on them. It was REALLY good for me though because it allowed me to be back in the ‘student’ position of receiving feedback and increased my emphatic awareness of where many of our wonderful students are when they firstbegin their triads with mentor. My advice - be open to feedback and take it as growth.

WHY ARE YOU STILL LEARNING?

I learn from the students I mentor every session. This is absolute truth! I hear some of the most fantastic questions, and insights so that as a mentor, I also get the benefit of learning extra as well. I also continually learn from the many different personality types amongst our students and this is an amazing experience for me as someone who didn’t deal with many people at all in her previous occupation.

page 42

WHAT IS THE MOST VALUABLE THING YOUR MENTEE’S HAVE TAUGHT YOU?

Gratitude. Some awesome skills that I take on board by listening to them coach. Yes!! The students are showing their mentor too!! And what I have discovered is that for many of my mentee’s their attitude towards feedback is sooooo much better than mine ever was! So on that, I know they will progress so much faster with their coaching skills then I did. Looking back, my shyness in regard to receiving feedback held me back, and my mentees with their amazingingly positive attitudes towards their feedback have shown me this.

WHO WOULD LOVE BEING A MENTOR?

Someone who cares about others, yet is also positively focused on their own growth and development as well. I do mentoring not just because I enjoy giving (which I do). I also mentor because of what I get out of it.

IF YOUR LIFE WAS A SONG - WHAT WOULD IT BE & WHY?

I’m always singing ‘Heroes’ by David Bowie, so lets go with that and say we are all kings and queens, we can all be heroes, and (I’m going to change the words now) for far more than just one day :)



HENRY FORD






page 43

THE COACHING

INSTITUTE

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