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As entrepreneurs know, running a business is both exciting and challenging. With markets constantly growing and changing, it can be difficult to stay ahead of the curve and competition. This is why many consider hiring a business coach to lean on for guidance and support.
If you’re thinking about hiring a coach, there are several factors to weigh when deciding on who may be the best fit.
Similar to any hiring situation, one of the most important things to look for in a business coach is experience and expertise. You should look for someone who is familiar with businesses similar to yours and has a true understanding of both the challenges you face and opportunities for growth. You want to hire a coach with a proven track record of success who can share specific examples and results they’ve helped their clients achieve.
Questions to ask:
What is your experience working with businesses like mine?
Can you provide some examples of businesses you’ve helped, and the results you helped them achieve?
A proven process
Your prospective business coach should have a clear and structured process for working with clients. This process should be able to be tailored to you and your company’s specific needs and goals, providing a clear roadmap for achieving success.
Questions to ask:
Accountability and support
A business coach should hold you accountable for achieving goals and provide ongoing support to help you stay on track. Look for coaches who are committed to your success and who will hold you to a high standard of accountability.
Questions to ask:
How do you structure check-ins or milestones to monitor client progress?
Do you have any resources outside of your knowledge that I can leverage?
How do you provide ongoing support to help your clients stay on track?
A collaborative approach
When looking for a business coach, look for someone who will be a partner in your success, working side by side with you to develop strategies and solutions to help achieve your goals. They should be willing to listen to your ideas and input, and open to both feedback and collaboration.
Questions to ask:
How do you work with clients to develop strategic plans and customized solutions?
How do you incorporate feedback and input from clients into your coaching process?
A coach should be focused on helping you achieve long-term success, instead of just short-term gains. Having the drive is important, but also the experience of scaling a company — a business coach should be able to grow with you and your company. If their knowledge is limited to a specific area of business or a certain-sized company, they might not be the best fit for you long-term.
Questions to ask:
With that context in mind and an understanding of how to find a business coach that’s the best fit for you and your company, you also need to ask yourself some internal questions in regard to the current state of your business.
What are your top priorities for the next quarter?
This question helps you focus your efforts and ensures you’re prioritizing the most important and timely tasks. By identifying your top priorities, you and your coach can develop a plan to help you stay on track and achieve your goals.
What challenges are you currently facing?
By identifying the specific challenges you’re currently facing, you can work with your coach to develop strategies that will help you overcome them and make sure your business is running smoothly.
Do you have a plan for growth?
Whether you’re looking to explore new revenue streams, grow your team, enter new markets or expand your product or service offerings, it’s important to have a plan of what that road map looks like.
Together with a business coach, you can identify opportunities for growth and develop a plan to help you achieve success.
How are you managing your cash flow?
Managing cash flow is critical if you want to run a profitable business. By discussing your current cash flow situation and identifying areas for improvement, your coach can help you ensure that your business is financially healthy.
How are you measuring success?
You should have a clear picture of what success looks like for you and your business. By identifying key performance metrics and benchmarks, your coach can help you measure and track the progress you are making toward the finish line.
What skills do you need to grow in order to achieve your goals?
As a business owner, you should be continually developing your skills and knowledge. You can work with your coach to uncover areas where you need to improve and develop a plan to help you acquire or further develop the skills you need to grow and succeed.
How are you balancing your work and personal life?
Running a business can consume your life 24/7, which is why it may take extra effort to maintain a balance between your work and personal life. Chat with your coach about your current work-life balance and what you would like to change so you can live a healthy and fulfilling life both professionally and personally.
Choosing the right business coach can be a game-changer for your business. Partnering with someone who has diverse experience, a structured process, a collaborative approach and a commitment to long-term results — while also keeping you accountable and supported — can help elevate your business to the next level.
Not sure where to start? Consider exploring your local Chamber of Commerce or asking trusted colleagues for referrals to business coaches in your area. A great coach might be closer than you think!
As entrepreneurs know, running a business is both exciting and challenging. With markets constantly growing and changing, it can be difficult to stay ahead of the curve and competition. This is why many consider hiring a business coach to lean on for guidance and support.
If you’re thinking about hiring a coach, there are several factors to weigh when deciding on who may be the best fit.
Leading Career Reinvention Platform Offers Intensive Workshop and free trainings to Empower Laid-Off Professionals
LOS ALTOS, Calif., February 18, 2025 (Newswire.com)
– In the wake of significant tech and USAID mass layoffs, Leap Academy by Ilana Golan, the leading platform for career reinvention, is stepping up to provide immediate support and resources to affected professionals. Leap Academy, which transforms thousands of lives annually through its innovative programs, is offering a multi-day, intensive, and robust workshop designed specifically to help individuals navigate the challenging landscape of job loss and build a secure foundation for their future careers.
The recent wave of layoffs has left countless talented individuals facing uncertainty and financial strain. Leap Academy recognizes the urgency of the situation and is committed to empowering these professionals with the tools and strategies they need to not only find new employment but also create a long-term safety net through personal branding and the development of a portfolio career.
“We understand the devastating impact of layoffs, and we refuse to stand by while talented professionals are left adrift,” says Ilana Golan, Founder of Leap Academy. “At Leap Academy, we believe in the power of reinvention. These trainings and workshops are our direct response to the current crisis, providing a lifeline to those impacted by these mass layoffs. We’re equipping them with the skills to not just survive, but thrive.”
Such intensive workshop will cover critical areas including:
**Rapid Job Search Strategies:
** Proven techniques for quickly identifying and securing new opportunities in a competitive market.
**Personal Branding & Online Presence:
** Crafting a compelling personal brand and optimizing online profiles to attract recruiters and potential employers.
** Portfolio Career Development:
** Exploring and building diversified income streams through a portfolio of skills and projects, creating long-term career resilience.
**Networking & Interview Skills:
** Mastering the art of networking and acing interviews to maximize job prospects.
**Financial Planning & Stability:** Strategies for managing finances during periods of transition and building a solid financial foundation.
**Emotional Resilience & Mindset:
** Cultivating a positive and resilient mindset to navigate the challenges of job loss and career change.
Leap Academy’s proven methodology combines expert instruction, practical exercises, and peer support to deliver transformative results. Participants will leave the workshop with a clear action plan, renewed confidence, and the resources they need to take control of their career trajectory.
**About Leap Academy by Ilana Golan:**
Leap Academy by Ilana Golan is the leading platform for career reinvention, empowering individuals to achieve their full potential and create fulfilling careers. Through its innovative programs, workshops, and community, Leap Academy has helped thousands of people transform their lives and careers. Founded by renowned career strategist Ilana Golan, Leap Academy is committed to providing accessible and impactful career development resources to professionals at all stages of their journey. Contact Information
Do you have trouble transforming talk → action? Learn about Personal Growth Initiative (PGI) and the essential components behind a lifelong mindset of self-improvement.
Personal growth doesn’t just happen — it requires intention, planning, and action. While many of us may talk a lot about the things we want to change in our lives, transforming that talk into action can be a real challenge.
Psychologists have identified Personal Growth Initiative as a mindset that bridges this all-too-common gap between “talk” and “action,” helping individuals actively and consciously pursue their development in a clear and deliberate way.
As a reader of this article, you likely already check off some boxes for Personal Growth Initiative. The average person doesn’t consciously seek out knowledge about psychology and self-improvement, so you’re in a unique and special group of people. By virtue of being here right now, you are demonstrating a rare initiative.
Now let’s dive more into what PGI is all about.
Personal Growth Initiative: The 4 Core Components
Personal Growth Initiative (PGI) is a set of beliefs and attitudes that help individuals intentionally engage in their own growth process. It consists of four main components.
Readiness for Change
The first step is to be ready to make a change. A person can have all the help, guidance, and resources in the world at their disposal, but it all amounts to nothing if they aren’t ready to make that final leap. The basic truth is we often need that proverbial “fire under our butts” before we take conscious action. Once you’re ready, the next step is to translate that readiness into a clear plan of action.
Thought Patterns:
“I am aware of when I need to make a change.”
“I take every opportunity to grow as it comes up.”
“I am willing to step out of my comfort zone to achieve growth.”
“I take an active role in my self-improvement.”
“I don’t sit and wait for change to happen.”
Example: Imagine facing burnout at work. Instead of feeling trapped, a person with a high readiness for change may recognize this as a signal to re-evaluate their work habits or career path, making room for new habits and healthier routines (such as sleep, diet, exercise, or leisure time).
The second step is to create realistic plans for your growth. An idea remains just that until you put it on paper and hold yourself accountable. Having a clear vision of your future and where you want to go, then setting small and realistic goals that are within your reach, can help propel you forward in a natural and sustainable way.
Thought Patterns:
“I set realistic goals for what I want to change about myself.”
“I have a specific action plan to help me reach my goals.”
“I break down larger goals into smaller, manageable tasks.”
“I regularly review my progress and adjust my plan accordingly.”
“I stay committed to my plan even when faced with setbacks.”
Example: Let’s say you want to improve your physical health or lose weight. Instead of jumping into an unsustainable workout routine, a planful person might research the best exercise programs, consult with a trainer, and create a structured plan that best fits their lifestyle, personality, and fitness goals.
Another essential feature of the Personal Growth Initiative is actively seeking help and guidance from outside resources, including learning materials like articles and books, as well as reaching out to friends, mentors, or counselors. This is one of the most common ways people handicap themselves because they wrongly believe “I have to do everything on my own,” when the truth is there are plenty of resources available to take advantage of (including this website).
Thought Patterns:
“I ask for help from others when I need it.”
“I do my own research to learn more about new topics.”
“I like reading articles and books to learn new things.”
“I’m not afraid to reach out to a therapist or coach if I really need one.”
“I connect with communities or groups that align with my values and goals.”
Example: During a stressful life transition, like a divorce or job loss, someone with strong PGI would actively seek out the right books and resources, such as counseling or career coaching, to navigate the situation more smoothly and effectively.
Intentional Behavior refers to the daily or weekly actions you take that are purposefully directed toward achieving your goals. Unlike Readiness for Change, which is about being mentally prepared and open to growth, Intentional Behavior is about translating that readiness into consistent, goal-directed actions. It’s the final step between “talk” and “action.” For example, Readiness for Change might mean deciding that improving your health is necessary, while Intentional Behavior is actually getting up every morning to go for a jog or preparing a healthy meal.
Thought Patterns:
“I turn my intentions into actions.”
“I take small steps forward every day.”
“I build new habits into my daily routine that bring me closer to my goals.”
“I know what steps I can take to make intentional changes in myself.”
Example: After recognizing the need for change and making a plan, intentional behavior would involve committing to daily or weekly actions—whether it’s setting aside time for self-care or networking to explore new career opportunities. Each small step compounds over time, leading to greater progress and resilience.
Each of these components supports and strengthens the next, creating a clear pathway from “ideas” to “actions.”
“Readiness for Change” sets the foundation by keeping you open to new paths and patterns in life, ensuring that you are mentally prepared for growth and change when needed. From there, “Making a Plan” gives direction and a direct course for action, “Using Resources” provides support, knowledge, and inspirational boosts, and “Intentional Behavior” turns plans into consistent daily and weekly action. Together, they create a feedback loop that encourages continuous growth and resilience.
For example, someone with high Readiness for Change will see a major setback, like losing a job, as an opportunity to learn new skills or change their career path. They use Planfulness to plot a course of action they can follow, like going back to school or learning a new trade, seek new resources like career counseling, job fairs, or apprenticeships, and take consistent daily action, such as taking classes, practicing new skills, or sending out resumes – all of which help them not only cope with this major life change, but also thrive and ultimately find a better path forward in the long run.
One study published in the Journal of Happiness Studies found that PGI is positively related to adaptive coping styles and self-efficacy, suggesting that those who actively engage in personal growth are better equipped to handle negative and stressful events more effectively, because they approach life’s obstacles with the mindset of growth and learning rather than resignation and defeat.
If you aren’t ready to make a change – or you are completely resistant to change – it’s unlikely to happen. This includes therapy and coaching, where studies show that “motivational readiness” can be a contributing factor to how effective a therapeutic intervention is. This aligns with common factors theory, where one of the most important features of successful therapy and counseling is “shared goals” among therapist and client – you have to be on the same page about where you are and where you want to go.
Overall, PGI fosters a mindset that not only supports mental health and well-being but also builds long-term grit and resilience. By approaching challenges with intentional growth, individuals are more prepared to navigate life’s obstacles, setbacks, and inevitable ups and downs.
Embrace the Will to Improve
The best way to prove your commitment to something is through your actions.
Ask yourself, “What is the smallest step I can take today to start moving in the right direction?” Maybe it’s joining a gym, starting a new hobby, setting a 10-minute daily reading habit, or subscribing to our newsletter for more actionable tips and advice on self-improvement.
Personal Growth Initiative is about more than just wanting to improve — it’s about intentionally working toward becoming a better version of yourself. Start today by taking one small step, however small it may be.
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Opinions expressed by Entrepreneur contributors are their own.
As a seasoned performance coach with over two decades of experience working with business owners, I have witnessed how frustrated many business owners are that their startup isn’t growing as quickly as it should or seems to have stagnated in its growth. One common factor that often stands out for such entrepreneurs is their lack of the attributes of team players.
Your business can only grow to the extent that your abilities as a team player grow, and my experience has shown that cultivating the following five attributes can make you a team player who is well-positioned to see your business grow.
1. Welcome and build on your team’s ideas
As a business founder, you may have the burning desire to bring your vision for the business to reality, but business success will not entirely depend on you alone. You need input from your team, and their ideas can be the difference between mediocre business performance and successful steering of the business to higher levels.
Create opportunities for team members to share their ideas. Brainstorming sessions, weekly meetings and problem-solving sessions can be fertile grounds to get input from the team. Evaluate the ideas generated and find ways to implement those that show the potential to advance the goals of the business.
2. Coach your team
Google did a study and found that the best managers and leaders have coaching skills. However, most people confuse coaching with mentoring. Coaching and mentoring are not the same. Coaching is about unlocking the potential in your team. Mastering coaching skills enables you to do that.
As the founder, you may also have the expertise and experience that your team members lack, which means you’re more likely to mentor or “tell them” how to do it rather than coach them.
Coaching builds confidence, empowers your team to take on more responsibility, improves problem-solving skills and builds loyalty. The more you coach your team, the more your business will operate as a team effort rather than a one-person show. You’ll not only have a high-performing team, but you’ll also have a high-value team. Double win!
This is where the rubber hits the tarmac! Many founders have a burning desire to bring their dream to life “yesterday” and are extremely impatient when their team isn’t moving at the pace they’d like. At this point, you ask yourself two critical questions: Did I hire the right people? Do I consistently share my vision and mission so everyone is clear about the direction of the firm?
I often tell clients that it may not be possible for their entire team to move at the same blistering pace that the founder is wired for, and it might be necessary for the founder to pump the brakes a little so the team can move at the same pace. This is a hard pill for many founders to swallow, but reminding them that they are not a one-person army allows them to be more accommodating and better able to foster teamwork in the business.
I am not advocating for letting your employees set the pace of the company. If you hire the right people and coach them regularly, chances are that while they may not move at supersonic speed, they will follow your lead and move at an above-average pace.
I always give this incident, which I witnessed while visiting a client’s restaurant for a follow-up session. The assistant manager was always pushing her direct reports to work at a blistering pace. The manager had cautioned the assistant to always give a particular employee their tasks in advance so they can accomplish them within a spread-out timeframe. This particular employee was known to be very thorough in anything they do, but if pushed to work at a pace greater than they could manage, they were more likely than not to do extremely shoddy work.
The assistant manager neglected this important piece of information and one time asked that employee to chop some ingredients and kept hovering over the shoulder of the employee nudging them to work faster. Pushed beyond their limits, the employee nearly lost four fingers when, in a bid to work fast, they ended up accidentally cutting through those fingers. I rushed in with the manager when we heard horrified screams coming from the kitchen, and after the ambulance left with the injured employee, the manager called the assistant to a private corner and gently reminded them about the caution of not pushing that particular employee to work at a faster pace than they were capable of.
The message? Sometimes, it is helpful to slow down a little so that you can move with the entire team.
Another important tip I give startup founders is that they can become team players who enjoy more than decent business growth on an ongoing basis by sharing recognition for the successes they attain. When you put your team at the center of all success, their motivation and loyalty grow, and they become invested in achieving the firm’s goals.
Make it a habit to consult your team members frequently. This can be when there are challenges that need to be fixed, when opportunities arise or when planning the next steps or direction of the business. Don’t be the founder who keeps their cards close to the chest and only issues instructions without involving their team.
As you implement the tips above, you will notice that your team will galvanize around the organization’s goals and mission, and your company will be better positioned to weather any storm. Teams always find a way to win.
According to “common factors theory,” the essence of successful therapy lies in shared core elements, and the differences between therapeutic approaches are often less important than fulfilling these fundamental criteria.
One frequent question people ask themselves when they first decide to seek therapy is, “What type of therapy should I get?”
There are many different types of talk therapy to choose from. Often specific types of therapy are geared toward specific mental disorders. Cognitive-Behavioral Therapy is common for depression and anxiety disorders, Dialectic Behavioral Therapy is common for bipolar and mood disorders, and EMDR is common among those with PTSD.
How much do these therapies differ? How much does it matter?
One interesting idea in psychology is “common factors theory.” The basic premise is that effective therapy isn’t necessarily based on any specific type of therapeutic tool or technique, but rather there are underlying factors behind all therapies that make them successful.
Many therapeutic systems have been invented over the past century. Today, every popular therapist or coach has their own trademarked brand that’s sold as the absolute best approach to mental health.
The less glamorous truth is that most successful therapies aren’t special. There’s significant overlap between different approaches, with a couple extra bells and whistles. However, at the end of the day the biggest reason they are successful is because they all meet fundamental criteria.
Below you’ll learn more about these “common factors” behind successful therapy, including: collaboration, empathy, alliance, positive regard, genuineness, and individual differences.
6 Common Factors Behind All Successful Therapy
One interesting study identified 6 common factors behind all “evidence-based” therapy. They also calculated estimates on how much each factor contributed to the overall variability of therapeutic outcomes.
Here are the 6 common factors behind all successful therapy:
Goal consensus / collaboration (11.5%) – The most important factor is that both the therapist and client share the same goal and they’re willing to work together to achieve it. A goal can be anything from managing negative emotions, to stopping bad habits, to improving communication skills. If their goals mismatch (such as the client not wanting to change or the therapist wanting to go in a different direction), then it’ll be difficult if not impossible to make any progress. Both people need to be on the same page.
Empathy (9%) – The therapist must have a clear understanding of who their patient is and where they are coming from. This means being aware of their current thoughts and feelings, but also learning a comprehensive history of that patient’s past experiences and background. We build empathy by seeking knowledge and understanding about another person. Don’t try to guess, label, or project where someone is coming from. Ask questions and learn. A therapist must treat each person as their own individual case. A scientific study of n=1. Every person has a unique story and a therapist’s job is to learn each person’s story.
Alliance (7.5%) – Both therapist and client must see their relationship as a partnership where each puts in equal effort to realize their shared goal. For the therapist, this means providing advice, encouragement, compliments, and constructive feedback. For the client, this means putting in work outside of the therapy session (in everyday life) so they actually see changes and results. A healthy alliance requires three main components: 1) A shared bond between therapist and client, 2) Agreement about the goals of therapy, and 3) Agreement about the tasks to achieve it (practical advice, tips, suggestions, exercises, homework). Therapy has to be viewed as more than just talking once per week, but rather an impetus to work together, create a plan, and achieve real progress.
Positive regard / affirmation (7.3%) – It’s important that the therapist treats the patient with optimism, positivity, compliments, and encouragement. While a therapist sometimes needs to provide critical and constructive feedback, they should generally promote the patient’s self-esteem and core values. If a therapist tries to fundamentally change something about a person that they don’t want to, there’s naturally going to be conflict and difficulties. One idea known as unconditional positive regard was popularized by the humanistic psychologist Carl Rogers. He highlighted the importance of being agreeable and respectful toward the patient’s core beliefs, values, and goals (even if you disagree with them). Rogers saw therapy as a tool to encourage self-discovery and self-awareness, not tell a patient exactly how they should live their life.
Congruence / genuineness (5.7%) – Both the therapist and patient need to be open, genuine, and authentic. If the patient feels the therapist is just “putting on an act” or “pretending to be nice,” they are going to want to pullback and disengage from the process. A good therapist needs to be just as vulnerable as the patient. This means sharing relevant thoughts and feelings, being honest and matter-of-fact, and being willing to express emotions when appropriate. One telltale sign of incongruence is when there is a mismatch in body language (including posture, facial expressions, or tone of voice). If a therapist’s words don’t match their body language, the patient likely won’t develop any trust or rapport.
Therapist differences (5%) – The last important factor, which may be beyond our control, is personality differences between the therapist and client. Not everyone is designed to get along with everyone, and sometimes the therapist and patient are just too different when it comes to attitude, temperament, background, or lifestyle. Many therapy sessions don’t work out simply because the therapist/patient relationship doesn’t seem to mesh right. This is why it’s recommended that a person tries out multiple therapists when first starting out. Then they can find someone that fits with their personality and a therapist to commit to long-term.
These are the 6 most common factors behind successful therapy. They account for ~50% of the total variability in therapeutic outcomes, so there are still many other factors at play.
In truth, different types of therapies have their advantages and disadvantages, and certain approaches may work better for some and not at all for others.
Regardless of the system, successful therapy often needs to meet the basic requirements listed above. Without these common factors being met, no technique or approach is going to work.
A Warning on Overspecialized Therapy
A therapist needs to be flexible in their approach and try not to force fit everyone into their preferred model.
The more a person is trained and/or educated on a specific field in psychology, the more they seem to be “locked in” to only one way of observing the human condition. They don’t talk to people as human beings at face value, but instead think, “How does this person fit into my cognitive/behavioral/psychodynamic/evolutionary model?”
Expertise (and overspecialization) can narrow vision. A certain element of beginner’s mind is the best approach to therapy. Start with the basic questions, “Who is this person? What do they care about? What makes them tick? What do they want to change?”
Assume nothing and ask questions. Learn about the person from scratch. Connect to them human-to-human and see where it goes.
More concerning, certain therapies have become popularized and over-hyped in recent years. They’ve turned into commercial brands. “Cognitive-behavioral therapy” has become a buzzword in many circles because the average person associates it with the only “evidence-based” therapy.
Of course I’m not against specific therapies. I’ve learned a lot of helpful tools and techniques from various systems (including CBT) that I still practice today.
At the end of the day, I’m a pragmatist, so there’s almost no therapy, treatment, medication, or technique I’m 100% for or against. If it helps just one person, then it’s that much effective.
However, in general, a good therapist needs to have a comprehensive understanding of how humans work. Tools and techniques can be in your back-pocket, but first and foremost you need to approach people as individual human beings seeking growth.
Successful therapy can’t be reduced to a checklist.
The Gloria Tapes: 3 Therapeutic Approaches
This topic reminds me of an old series of videos known as the Gloria Tapes.
It was an educational film made in the 1960s to teach psychology students the differences between therapeutic approaches.
The series follows a single patient, Gloria, who receives therapy from three distinguished psychologists of the time: Carl Rogers, Fritz Perls, and Albert Ellis.
The therapy is limited since it’s only one session each, but you can get a good understanding of the radically different approaches by each therapist.
You can watch each of the sessions here:
Each of these videos reveals a different approach to therapy.
Albert Ellis is most aligned with modern cognitive and rational-based approaches. Carl Rogers has a more gentle and humanistic approach. Fritz Perls has a direct and provocative approach (almost to the point of bullying).
If I remember correctly, the patient Gloria felt the most comfortable with Rogers, but she actually went for a second session with Perls. I don’t know how to interpret that – it’s possible she felt “unfinished business” with Perls or she simply enjoyed arguing with him.
None of this says anything about “successful therapy.” Just one session isn’t adequate to measure “success” vs. “failure” when it comes to a long-term process like self-growth. However, these examples will give you a taste for the different types of therapies out there.
Ultimately, successful therapy depends on both therapist and patient. The most important factor is to have a healthy, working relationship and a “build together” attitude. Once you have that foundation, anything is possible.
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An honest review of 2023, featuring stand-out articles, practical worksheets, and a preview of the near future at The Emotion Machine.
Another year is coming to an end. It’s time for my annual recap and roundup of best articles.
To start, I’ll say this year was a good year for me overall. Not excellent, not bad – but “good.” It was more turbulent than past years and I certainly had low moments, but I adapted quickly and made a couple major habit changes that are going to payoff big in the future.
Despite the chaos, I was remarkably consistent in my output this year. After a decade working on this site, creating new content is almost automatic for me. There’s no reason to assume I’ll be slowing down anytime soon, as new ideas and new projects are constantly coming to mind.
Last year I pledged to make one new worksheet per month, so we already have a nice collection of 12 available going into the new year. These have received a lot of positive feedback so far and I’ll keep making new ones in 2024 (already have a long list of ideas).
I’ll share more on my goals for 2024 soon, but let’s first take a look at the best self-improvement content that was published at The Emotion Machine in 2023…
Best Articles/Worksheets of 2023
Here’s a list of my best articles and worksheets from 2023 by category.
I haven’t yet worked on my goals timeline, an annual tradition I do at the beginning of every year, but I’ll give you a quick peak at my main work goals in the near future:
Worksheets – As mentioned, I will definitely continue making one new worksheet each month. They are easy evergreen content and I’ve received compliments on them. The “Daily Routine” PDF will be coming out mid-January 2024.
Coaching – I’m bringing this back. Took most of the year off to focus on website but I think coaching is one of my better and more rewarding strengths. I already set up a calendar for easy scheduling and updated my coaching page.
Podcasting – I have too many thoughts per day that could be turned into valuable content but never materialize anywhere. “Everyone has great ideas, but not everyone acts on them.” Just pressing the record button and letting my mind riff is easy content that I think people will find interesting. I just need to suck it up and do it. I already have a Soundcloud (with a lot of old content) that I just need to reactivate.
Literary Agent – This is new territory for me. I’ve been working closely with an upcoming author friend and we’ve been making plans on finishing her first manuscript and sending pitches to publishers. She just finished the rough draft last week, but I’m going to be working with her more closely on editing, feedback, and reaching out to publishers once we have things tidied up. I still need to do more research but it could be a good avenue for me. It plays on multiple strengths: 1) Understanding the creative process, 2) Motivating people to actually finish their projects, 3) Finding people who have talent and potential, 4) Rooting for other people’s success. It feels like a natural outgrowth of a lot of my past work with creative people (at music venues, art galleries, and coaching various writers, artists, musicians, and filmmakers).
Articles – This isn’t changing. I’ll still be publishing at least one new or updated article every week. These make up the backbone of the website and I have no shortage of ideas and no reason to stop writing them anytime soon. If you want me to write about a specific topic, just use the contact page and let me know. I have many interests but it’s easier for me to cater to what you guys want. Feedback makes the site better.
All in all I’m excited about 2024, and the ideas above feel like a perfect balance between “sticking with what works” vs. “trying new things.”
Join Me In 2024
If you find this work valuable to your life and want more, join me and support me going into the new year.
My entire archive currently has over 850 articles covering a wide-range of subjects in psychology and self-improvement; and there’s plenty more to come in the future. I’m just getting started.
To be honest with you, some of my earlier articles may not have aged as well as others. When you consistently produce content over 14 years, you inevitably release some less-than-stellar pieces. It’s a part of the process – having both “winning streaks” and “losing streaks” is a universal theme in life.
Over the years, my beliefs, values, and interests have also shifted since I first started this site. There are things I wrote in the past that I don’t wholly agree with today. However, I choose to keep these old posts accessible because people often need different advice at various stages of their lives.
I bet that’s not the hottest sales pitch you’ve ever heard. At heart, I consider myself a teacher more than a salesman, and that means being sincere, honest, and truthful before everything else. If you’re looking for “one trick” to magically fix your life, you’re in the wrong place. I don’t have those – never found them.
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To be done well, nutrition coaching needs to include “behavior change,” which enters the realm of psychology.
So a nutrition coach needs to be an expert on two things:
Without the second bullet, you’re just handing out good advice that no one will ever use.
Before we go on, I will mention that through NF Coaching, we not only work on nutrition. But we also help build sustainable workout programs too! The goal is really to come at fitness from every angle, including exercise, nutrition, and mindset. We’ve learned this is the key to making changes that LAST.
If you’d like to learn more about it, you can scope out our program right here:
Okay, let’s talk a little more about how a nutrition coach can help.
There are all sorts of things a nutrition coach can help us with.
For example, a good nutrition coach will provide:
#1) ACCOUNTABILITY
This is one of the top reasons people hire a coach in the first place. When we survey those who join NF Coaching, it’s often the number one reason folks join the program.
That’s because knowing what to do is one thing. Doing it is quite another.
When we’re accountable to someone else, whether it’s a coach or even a friend who’s on a similar mission, we’re more likely to follow through.
While these recipes can be a great starting point, they often won’t help with individual challenges:
What if we don’t have any time to cook?
What if we have to deal with food allergies?
What if we want to eat the same dinner as our family?
That’s where the help of a coach can be a game-changer.
They can offer specific recommendations around our unique challenges (and we all have unique challenges). Plus, they can check in with us to make sure their solutions are working.
If those solutions aren’t working for us – nbd. They’ll brainstorm new strategies we can implement.
This personalized solution can be very helpful if we haven’t had much success with a “right out of the box” approach.
#3) EXPERTISE
I mentioned earlier that a nutrition coach needs to be an expert on human nutrition.
Most people approach proper nutrition around “what to eat.” Just as important, however, can be “how to eat.”
For example, a nutrition coach can help us develop skills around:
Eating mindfully and slowly. Our bodies take a while to recognize it’s full. That’s why slowing down and concentrating on our meals can help with portion control. Some skills that might help include using a meal timer, putting the fork down between bites, and eating without the TV or our phone (i.e., no distractions).
Recognizing hunger and fullness cues. Sometimes, we eat just to eat. Maybe we’re more bored than hungry. Maybe we’re stressed and find ourselves emotionally eating. To help fight this, we can keep a “Hunger and Fullness Journal.” With our journal, we rate our hunger from 1 to 10 before eating anything. If it’s less than 6 or 7, maybe we pause for 30 minutes or so and check back in later. It’s the same idea for our fullness. We’ll pause during the meal so we can ask “How hungry am I still?” If our hunger has subsided, maybe we save the rest of our food for later. The goal is to get to know our body’s hunger signals again.
Creating a schedule for meals. Most people do best with eating on some type of routine. Breakfast, lunch, and dinner at roughly the same time. Our body will pick up on this and naturally get hungry at the times we normally eat.
In our Online Coaching Program, we’ll often assign missions to work on a “how to eat” skill for the week:
“This week, how about we put down our fork between bites?”
“What if our next mission is to eat without the TV on?”
“How do you feel about having dinner at the same time this week?”
These missions are discussed and built between the coach and client, so we can custom-make the best plan for you! After a few months of this, it can be surprising just how different our eating habits look.
#5) TOOLS FOR BUILDING HEALTHY HABITS
One of our head coaches is fond of saying “The secret to our program is we build long-term healthy habits together.”
Sure, it’s great if someone can work out 2x a week and eat healthy lunches every day for a month.
But it’s even BETTER if they can do it for the foreseeable future.
The difference between the two?
Making them long-term habits.
A habit is something we do all the time, without much thought. Like bruising our teeth in the morning or showering at night.
We want our healthy eating behaviors to join this mix.
If a year from now, we’re still practicing the actions our nutrition coach recommended, then we’ll call that a major win.
Hiring a nutrition coach can absolutely be worth the investment if we continue our healthy habits after our time together is over.
Next, let’s talk about what separates a dietitian from a nutritionist.
The big difference between a “dietitian” and a “nutritionist” is the formal education required and the regulations that govern the use of the title.
While they both have their time and place, it’s important to understand the difference between the two:
Dietitians treat disease through nutrition and will often work within hospitals. For example, they might prescribe a diet to a patient with diabetes to help manage blood sugar levels. They’ll likely hold the title of Registered Dietitian (RD).
Nutritionists work with the general population to develop healthy eating behavior, often to meet a client’s personal goal. You might hear them referred to as a “Nutrition Coach.”
Throughout most of the world, the title of “dietitian” is regulated by a governing body, like the Academy of Nutrition and Dietetics in the United States.[1]
While some states and countries do regulate the title of “nutritionist,” the requirements are often far less rigorous.
Here’s another way to think of it: all “Dietitians” can likely call themselves “Nutritionists” but not all “Nutritionists” can call themselves “Dietitians.”
To become a dietitian in the US you need to:
Earn an accredited bachelor’s or master’s degree
Complete an internship
Pass the Commission on Dietetic Registration (CDR) exam
Obtain the appropriate state license
Maintain said state license
What does it take to become a nutritionist?
Well, depending on where you live, it could be nothing.
Yep, you could print a business card with “nutritionist” on it and get to work.
Now, obviously, there’s a big difference between calling yourself a nutritionist and actually helping people.
Yeah…
However, that doesn’t mean a nutrition coach can’t be beneficial.
Since the barrier to entry is lower, it’s often more affordable to hire a nutritionist or nutrition coach.
Plus, a nutrition coach will often work alongside a dietitian, helping to facilitate their prescription.
Much the same way an orthopedist might work with a physical therapist.
Next, let’s chat about some certifications we can look out for if we want to hunt down a well-trained nutrition coach.
One of the most well-respected certifications for nutrition comes from Precision Nutrition.
In fact, when we hire coaches, it’s one of the qualifications we look out for!
PN states there’s “no best diet for everyone” and instead believes coaches should help their clients find the individualized nutrition plan that works best for them.
They’re one of the best in the business, and their curriculum has had a big impact on Nerd Fitness Coaching.
#2) INTERNATIONAL SPORTS SCIENCES ASSOCIATION’S (ISSA) NUTRITIONIST CERTIFICATION
ISSA is an education company that does certifications for personal training and strength coaching.
#3) THE NATIONAL ACADEMY OF SPORTS MEDICINE (NASM) NUTRITION CERTIFICATION
NASM is another name well-respected in the fitness industry.
While they mainly certify personal trainers, they also offer a comprehensive nutrition certification.
Now, these three companies aren’t the only organizations that do good work with nutrition certifications. But this can start to give us an idea of things to look out for when seeking out a nutrition coach.
A good coach will work with us to develop a healthier relationship with food, focusing on habits that will help us reach our goals.
A bad coach will just tell us to eat more broccoli (thanks Coach, super helpful).
Outside of the credentials we discussed in the last section, here are some other signs to look out for:
#1) They ask us a lot of questions
A good nutrition coach will want to learn about us before they recommend anything.
They’ll ask us questions like:
What are your goals?
What’s been your previous experience with weight loss or gain?
How do you normally eat today?
What’s your schedule like?
What other priorities do you have?
Without this information, it’s very difficult to help someone.
If a nutrition coach doesn’t ask us a bunch of questions, that’s a huge giant red flag.
#2) They’ll work with us to create an action plan
The name of the game here is “long-lasting change.”
To do that, habits need to be created TOGETHER.
If our coach just tells us what to do, without any input from us, it might fall flat.
For example:
If a coach tells us to batch cook on Sunday, but we don’t know how to work an oven, this won’t fly (here’s how to cook some easy meals btw).
Let’s say we want to eat dinner with our family. Well, our coach’s advice to eat the same thing over and over might cause our kids to revolt (“Chicken AGAIN…gag”).
If a coach creates a plan that never addresses what we can do or what we want to do, it’s destined to fail.
#3) They’ll monitor our progress
Any halfway-decent coach is going to check in frequently for a status update.
As they say, that which gets measured gets managed, so a good nutrition coach will gather data on things like:
Body Measurements. How much we weigh, waist circumference, etc.
Strength. If we’re trying to grow strong, our coach might check to see if we’re increasing in weight with our resistance training.
Lab test results. Maybe we have some health metrics, like cholesterol levels, we’re trying to change.
Compliance. Let’s say we have a goal of eating a vegetable with every dinner. Are we actually doing it?
Confidence. Our confidence levels can often be a good indicator of how we’re doing in a program.
If a nutrition coach doesn’t check in on how you’re doing, consider that another big red flag!
#4) They’ll base their recommendations on outcomes
A good nutrition coach is like a scientist.
Their recommendations are almost like experiments. They’ll ask themselves questions like:
Did my clients perform their assigned tasks?
Is it helping them with their goals?
Are they enjoying themselves?
Like any good scientist, they won’t judge the outcome.
If under certain conditions an experiment catches fire…well…we now know what will set the experiment ablaze.
“Day 9…still catching fire.”
So a good nutrition coach will constantly reflect on what our feedback means:
Scenario – “After working on it all week, my client still doesn’t have enough time to make breakfast.”
Possible Solution – “Perhaps we should propose making a protein smoothie the night before?”
Scenario – “Despite the changes we’ve made, my client hasn’t been losing weight.”
Possible Solution – “Maybe it’s time for a food journal, so we can both see how many calories they’re eating?”
Scenario – “My client easily obtained protein with every meal last week.”
Possible Solution – “Maybe we should scale this up, and include a vegetable with every meal now too?”
That’s why a good nutrition coach is constantly changing their action plan, based on the outcomes they see and record.
#5) They know when to refer out
There are some things a nutrition coach can’t help us with.
That would be any kind of medical intervention.
If we need someone to “prescribe” a diet to treat any kind of disease (Crohn’s, Hashimoto’s, etc.), we’ll need an actual Registered Dietitian or other medical professionals to do so.
While a nutrition coach can help with the implementation of that treatment (“Here are some ways to get more iron in your diet”), the actual treatment needs to come from someone properly qualified.
Plus, a good nutrition coach will understand this. They’ll recognize their own lane and know when it’s time to refer out (and might even have some recommendations if you don’t know who to talk to).
Before we go out and hire a nutrition coach, it might be worth asking ourselves a couple of questions:
Am I making this harder than it needs to be?
Could I benefit from making nutrition super simple?
As Coach Staci explains in the video above, overcomplicating nutrition could look like this:
Weighing all our food.
Calculating the correct macronutrient split.
Daily fasts.
Now, there’s a time and place for all this. But there’s also a time and place to ignore it.
Coach Staci has had clients absolutely convinced they had to weigh their food to lose weight.
They’ll start out good, weighing everything they eat. This generally only lasts for a week or so, because they quickly grow annoyed at the overwhelming amount of work involved!
So they quit.
Instead of this, maybe we start off smaller and simpler.
Ultimately, the question of whether or not a nutrition coach is worth it will come down to a few things:
Our goals
What we need help with
What kind of coach is available to us
If it can be done on our own, great!
I’ve seen all sorts of Rebels grab a map and make their way to Mordor.
But, I’ve also seen lots of Rebels who’ve benefited from their very own Gandalf.
Someone who knows the way, and has helped people achieve similar goals.
A good nutrition coach can 100% be this…if we find the right one.
Remember, “nutritionist” isn’t always a regulated term, so do a little research before jumping in.
Here’s something else to consider: some personal trainers ALSO offer nutrition coaching.
Many coaches are combining traditional personal training services like programming workouts alongside nutrition counseling, since the two can often be dependent on one another.
That’s more or less the basis of NF Coaching. Our coaches customize exercise routines, plus help our clients build healthy habits around nutritious eating (done all online).
We’ve found that lasting success often combines BOTH diet and exercise, so we don’t ignore either.
Plus, it’s often a better value to bundle both services together.
If you’re interested in seeing if one of our coaches can help you adjust your nutrition ( while also growing stronger), you can see if we’re a good fit for each other right here:
So you’ve decided you want to hire a nutrition coach?
Sweet!
Here’s what to do:
Determine goals. We don’t want to start this process blindly. Figure out some goals and write them down. Any good coach is going to ask us about them right away.
Formulate the scope. Do we need a medical professional for a prescribed way of eating? Or can a more generalized approach work? Do we want to meet someone in person or online?
Compare qualifications. Anyone can throw the word “nutrition coach” on their resume. So look at their qualifications. Are they certified? Do they have a track record for helping people? Don’t hire the first nutrition coach found. Do some research!
Determine what “success” looks like. How will we know if we’re on the right track? Is it eating more vegetables? Losing 10 pounds? Ask what a successful result will look like.
Get started. Write out some goals, do your research, and then act! Hiring a nutrition coach isn’t like getting married – we can always leave our coach after a month or two. Don’t let the search for the “perfect coach” prevent us from getting started.
Opinions expressed by Entrepreneur contributors are their own.
What makes a great leader? Our traditional visions of leadership often center around a lone hero taking charge and charting a bold path for others to follow. But in my years of research on leadership development and my experience training hundreds of executives at top companies, I’ve found that successful leaders are much more relational and cooperative than this outdated view imagines.
An entrepreneurial leader coaches her team to unleash their full potential. She helps team members develop a vision for their ideal versions of themselves and fuels their intrinsic motivation to bring these ideal selves to life. Your job as a leader is not to blaze a path alone. It is to inspire your team to move forward together.
To be a successful leader, you must become an expert in how to help others grow and develop. Unfortunately, many of the existing models for professional and personal development focus on setting goals, tracking progress and measuring outcomes — and inevitably lead to feelings of failure and disappointment when we fall short. These punitive, results-driven models don’t offer the inspiration and support people need to fuel lasting change.
There is a better way to coach your team. The research-driven approach I teach at Babson College’s Arthur M. Blank School for Entrepreneurial Leadership is based on two existing behavioral change models that are built around internal psychological development and self-realization, instead of externally imposed metrics.
Intentional change theory (ICT), developed by Richard Boyatzsis, posits that people change themselves in a sustained way by making five self-discoveries, which I will explain in detail below. These self-discoveries lead to a vision of our ideal selves, which serve as our North Star as we grow and develop, and a process for aligning our current selves with our ideals.
Edward L. Desi and Richard Ryan’s self-determination theory (SDT) argues that the chances for sustained change are highest when people are driven by intrinsic motivation — their self-developed, internal motivations for change — as opposed to external motivators such as pay and praise. We are most likely to achieve this intrinsic motivation when three basic needs are satisfied: autonomy (a sense of being self-directed), relatedness (a sense of connection with and care for and from others) and competence (a sense of self-confidence in our words and actions).
To be a great coach and effectively develop your team, you must meet these three SDT needs that are the springboard for intrinsic motivation, and then use that motivation to help your team members achieve sustained change by guiding them through the ICT discovery process. I’ll explain the discovery process step by step to demonstrate exactly how it works, and you can read more in my paper on this topic for Leadership Quarterly.
First, successful coaches encourage people to find their ideal selves — the initial discovery. The ideal self is someone’s aspirational view of who they want to become or what they want to do, instead of what they feel obligated or expected to be. The ideal self serves as a guiding light giving life to someone’s aspirations and actions.
You can help team members identify their ideal selves by asking targeted questions to develop a vision statement for who they ultimately want to be. A vision statement isn’t a traditional goal, but instead an inspiring description of someone’s biggest aspirations. The questions should also positively impact a person’s feelings of autonomy, relatedness and competence (the three core SDT needs). This will build trust in the coaching relationship, allowing team members to tap into the creative and vulnerable space needed to identify their ideal selves. As your team’s needs are met through discovering their ideal selves, their intrinsic motivation will rise.
You should take a similar approach to the second discovery process: helping team members identify their real selves. The real self is someone’s current self as expressed through their values, strengths and weaknesses, personality and more. As in the first phase, you can employ questions and assessments that fulfill each of the three SDT needs as your team members work to pinpoint their real selves. Commonly used assessment tools such as Firo-B, Strength Finders, MBTI and DISC help people identify the strengths and capabilities they can leverage to move closer to their ideal selves.
After your team members have identified their ideal and real selves, you can guide them to develop a learning agenda. This agenda outlines concrete action steps by which someone can close the gap between their real and ideal self by harnessing the strengths identified in the prior phase. A learning agenda should be inspiring and aspirational while offering feasible and concrete steps to align the real and ideal selves, a balance that helps maximize motivation and persistence.
Your team members can then move to the fourth discovery step, experimentation and practice, where they try out a “provisional self” by practicing the actions from their learning agenda that will move them closer to their ideal selves. Keep an eye on your team members’ connections to their ideal self during this experimentation. If they seem unmotivated or start to lose direction, you should help them reconnect with their ideal self, potentially by returning to the first phase in the process if necessary.
The final discovery — trusting relationships — is not a phase of its own, but a quality that should happen at each stage in the process. True, lasting change is most likely if there is a trusting, supportive relationship between an individual and their coach. It is your role to help foster this relationship with your team members throughout the discovery process and beyond, which will both increase their likelihood of success and serve as a boon to their motivation and overall wellness.
Effective entrepreneurial leaders coach their team members to become the most aspirational versions of themselves. This approach creates psychological safety and satisfies people’s needs in a way that allows them to maximize risk-tracking, creativity and innovation. They will be ready to confront a world with increasingly complex and unexpected challenges that require dynamic solutions.
Becoming a better coach — and making sure other leaders in your organization are effective coaches — is one of the best ways to supercharge your organization’s success and your team’s fulfillment.
Opinions expressed by Entrepreneur contributors are their own.
Anthony Trucks is a successful entrepreneur and former NFL player. His success formula revolves around taking immediate, decisive action and striving to get one percent better every day.
On a recent episode of The Jeff Fenster Show, he shared his inspiring journey and provided valuable insights on achieving greatness. Here are some key moments from the interview.
Always be in motion
According to Trucks, success is not a result of luck or talent alone but rather the outcome of hard work and consistent action. He emphasizes the importance of being in motion and constantly seeking something more.
“Humans are happiest when they’re in motion, when they’re seeking something,” he says.
Adopt a new identity
One of the critical concepts Trucks introduces is the idea of making an identity shift. He believes that to achieve success, individuals must declare a new identity and align their actions with that identity. He also highlights the significance of having a coach or mentor who can guide and support you on your journey, helping you reach your goals faster.
Do ‘dark work’
Truckst talks about the importance of dark work, which he describes as the behind-the-scenes effort necessary for success that often goes unnoticed. He encourages individuals to embrace their dark work by first going dark and then reading their dark work declaration out loud. This practice helps individuals draw on their inner strength and determination during defining moments.
Get an accountability partner
When faced with challenges, Trucks advises finding an accountability partner. He believes that having someone to hold you accountable and provide support can make a significant difference in maintaining momentum and achieving long-term success.
Engage in intense exercise
During the interview, Trucks also shares his experience with a challenging fitness program called “Seventy-Five Hard.” This program requires participants to complete 45 minutes of exercise every day, drink a gallon of water, and make no exceptions. He highlights the importance of discipline and identity-shifting to succeed in such demanding endeavors.
About The Jeff Fenster Show
Serial entrepreneur Jeff Fenster embarks on an extraordinary journey every week, delving into the stories of exceptional individuals who have defied the norms and blazed their own trails to achieve extraordinary success.
Opinions expressed by Entrepreneur contributors are their own.
Companies, in an effort to be more efficient, are thinking twice about how many middle managers they need. And that makes it more important than ever to move from managing people to leading and coaching so they can do their jobs without the kind of oversight we thought they needed in the past.
Getting it right starts with understanding the difference between managing and coaching.
What happens if a professional football coach puts a player into a game who is underweight, inexperienced and doesn’t know the playbook?
Let’s think about what might happen. The player could get hurt or get others hurt. Teammates will be scrambling to make up for his lack of experience and incompetence. The team will be mad at the coach. Lots of not-good things will happen. So, coaches try to avoid this.
The difference between coaches and managers is that coaches know they have to put the right people on the field. Most managers don’t worry about that because, deep down, they think they could play the position. That’s called micromanaging, and almost no one likes to be micromanaged (besides, do you really want to lead those who do?).
That’s why the age of managing is over. I believe we are moving into an age of leading and coaching.
Companies have come to realize they don’t need layers of managers, and employees are increasingly — and appropriately — asking for explicit levels of autonomy and authority. A business runs best when team leaders talk with their staff about what’s expected, turn those expectations into agreements or commitments (when agreements aren’t possible), and then get out of the way. And the key to doing that successfully, without losing some measure of supervision, is taking accountability for leading and coaching.
Leading is straightforward, and it involves: having a compelling vision; being clear about who is responsible for what; giving people the resources they need to do their work; staying connected; making sure there are agreements (or commitments, if you can’t agree) — and that agreements/commitments are lived up to; ensuring everyone is walking the talk.
If you think it’s all about leading, you’re flat wrong. Leaders are playing their own version of Don Quixote if they’re unable to provide coaching. Coaches help their teams get whatever they need — resources, training, systems, etc. — to honor their agreements or commitments.
If you think that’s a lot, well, maybe it’s time to get out of the leadership and coaching game.
There are four basic steps to building a company that is really good at leading and coaching:
Effective coaching starts with hiring the right people and giving them the tools they need to succeed. Half of new hires are unsuccessful. That’s a dismal rate for hiring “managers” (I don’t like the word “managers”). A football coach would be gone with a statistic like that.
A team leader who hires the wrong person often ends up micromanaging them instead of working to “hire right” in the first place. So, interviewing skills are key. Interviewers should be clear about not only the position’s roles and responsibilities but also key performance indicators (KPIs) and targets that foster clear understanding of what it means to do the job well.
New hires need to understand the organization so they can get themselves up and running within 90 days without close supervision. That means being very intentional during the onboarding process and then, assuming they meet key requirements, staying out of their way and letting them bring their unique attributes to the organization. Everyone is different, with a collection of aptitudes, skills, experiences and motivations.
Employees need to understand who is responsible for what — they require access to a platform that makes it easy to familiarize themselves with the organization’s chart of accountabilities — as well as business processes and company culture. They need to have a sense of the company’s ideal client and unique value proposition. After all, they’re part of an ecosystem — a complex adaptive system — that is explicit, coherent and resonates with all of what we call their ideal stakeholders (not all stakeholders are ideal, so please don’t worry about the ones who frankly don’t matter).
Hold effective meetings
At Ninety, our team leaders meet one-on-one twice a week with every new team member during the 90-day onboarding period and once a week afterward. There’s a set agenda that includes reconnecting as humans, reviewing KPIs and 90-day goals to make sure everything is working well and is on track, and bringing up and solving any issues.
By onboarding team members properly, including ensuring they have an understanding of what defines the company (the why, who, what, when, where and how), meeting with them weekly, and agreeing on clear goals and metrics — especially those that help us agree on when things are wonky — both sides are set up for success. Employees won’t need micromanaging, giving you ample time to lead and coach your entire team.
In short, the way a company views meetings is a clear and unambiguous sign of how well it’s run.A great company schedules almost all meetings. Ad hoc meetings are for urgent, unplanned business, and a well-run company shouldn’t have to scramble to react to events.
Provide continuous feedback
Well-run companies have ditched the annual review (don’t get me started on this topic). Everyone should meet quarterly with their team leader and have a simple, structured conversation about how they are doing as a leader/coach and as a team member.
Consider conducting “stay interviews.” Many companies have exit interviews. But asking employees who don’t plan to leave what they love about the company and listening to their constructive feedback can be an incredibly positive experience.
Using the right incentive plan for your company’s mix of employees is key. Companies have different cultures. Some, particularly in fields such as investment banking and private equity, have more of a warrior mentality. So, in addition to hiring people with related skills, a company would want an incentive plan that’s warrior-based — people who are paid to close deals or complete other high-consequence tasks. Another company might take a more team-based approach, and that company should have team- or company-based incentives.
What you don’t want is a warrior-based culture with a team-based incentive plan or vice versa. That won’t make anyone happy because your words and incentives are incongruent.
It is possible to create a place where people love going to work. To get there from where you are now, you’ll find it’s super-helpful to provide autonomy where it’s earned and appreciated, and form a culture that is explicit, coherent and resonates for all ideal stakeholders.
Opinions expressed by Entrepreneur contributors are their own.
When the question of business coaching comes to mind, the image of a struggling entrepreneur seeking a last-ditch solution could be what flashes into your mind — if you are not aware of the value or necessity of having a coach.
So, let’s set the record straight: This notion is a far cry from reality, especially in this new business landscape we find ourselves in. Here are five reasons all entrepreneurs need a business coach in today’s economy.
Reason 1: We all need help
Consider this — elite athletes always have coaches. This is non-negotiable. Now, shouldn’t the same principle hold true for business professionals? It’s time to recognize that a business coach isn’t just a lifeline for a floundering business, but a necessary and strategic asset for all business people who care about scaling and reaching their full potential.
Think of it this way: Every top-tier athlete, from Olympians to school players, relies on coaching to elevate their game. Why, then, should this winning formula not extend to the world of business? A business coach isn’t a sign of weakness; it’s a testament to your commitment to excel. It speaks volumes about your dedication.
Reason 2: We all have knowledge gaps
One of the invaluable contributions a business coach brings to the table is their expertise in spotting knowledge gaps. It’s easy to become caught up in day-to-day operations, missing crucial opportunities to grow. Sometimes it’s hard to see situations clearly in the chaos of running a business. A seasoned coach acts as a perceptive guide, pinpointing areas where you are missing out on sales, growth and other key elements to maximizing what is going on in all areas of your business. Consider them your trusty navigational compass in the sea of information, shiny objects and competition.
Reason 3: Goals need to be transformed into reality
Setting goals is one thing; bringing them to life is an entirely different ball game. Here’s where a business coach shines. They don’t just help you define objectives — they map out the pathway to achieving them. With a coach by your side, your goals cease to be abstract. They become achievable milestones backed up by a strategic and actionable plan.
Reason 4: An outside point of view breeds self-awareness and good leadership
The cornerstone of leadership is founded on self-awareness. A business coach isn’t just a mentor; they’re a mirror reflecting your strengths and areas for growth. They grow your capacity and help you get clarity on your actions, decisions and interactions. Through this transformative process, you emerge not just as a business professional, but as a leader, leading your team — or even just yourself if you are a solopreneur — with wisdom and compassion.
Reason 5: We need to maintain a willingness to learn
Success doesn’t hinge solely on self-assuredness and confidence, but rather on embracing the fact that there’s always more to learn. Entrepreneurs who recognize that they don’t hold all the answers, keep learning and evolving and have a good chance of fulfilling their potential and purpose. This openness to continually learn and develop fuels excellence — the acknowledgment of gaps in knowledge fuels the drive to close them. A coach helps the business owner to be aware that there is always a way up and that plateauing is not an option.
Various ways business coaching is delivered
Now that we’ve debunked the myth of coaching as a refuge for failing businesses, let’s delve into different ways in which business coaching is offered. From one-on-one mentorship to specialized group sessions, the offers are diverse. Many coaches offer a unique approach, tailored to your requirements. Whether it’s getting a plan in place for marketing to maximize revenue and profits, or heightened leadership, there is a coaching style for every entrepreneur or small business.
Business coaching isn’t just about strategy; it’s also about mindset. Mindset is the absolute key and foundation for any strategy to work. It’s about recognizing that investing in yourself and your business is the number one thing that will yield ROI and help you to be a high performer. The coaching and mentorship journey is about teamwork and is a transformative partnership that propels you toward your greatest success.
For those business owners who want to reach their maximum potential and business excellence, hiring a business coach is indispensable. After all, every peak performer — from the arena to the boardroom — is backed by the guidance of a coach. And not hiring a coach is costing you time and momentum.
Opinions expressed by Entrepreneur contributors are their own.
When my team talks about their favorite times at work, they often bring up United Franchise Group’s World Expo, a conference for employees, executives and franchise owners. It’s three grueling days of workshops, speakers and a trade show; the team is up at 6:00 a.m. each day and usually works at events well past midnight. As their leader, I’m right there with them, and I expect myself to work as hard as they do.
That’s what it takes to be the boss, whether you’re leading other people or managing a team of one (yourself). Whatever you ask of those under you, you have to be willing to do the same. You cannot just stand on the sidelines giving orders. You must get into the arena with the rest of the team.
If that sounds more like being a coach than a boss, it is. A good boss should be more like a coach; it’s a much better mentality than the old-time dictatorial model, especially with the next generation coming up. It shows everyone that you are in it together. The coach is a guide who’s been where the team is now and by sharing their experience and knowledge, gains their respect and leads them to greatness.
I think I accomplish this with a coaching style that is demanding but fair. I expect everyone to give 100%, and in return, I give 100%. But it’s not just a grind; I try to add fun to the work while keeping everyone focused on goals and company achievement. We want a fun, rewarding place that recognizes success often.
Being your own boss is exactly the same, but in smaller businesses, holding yourself accountable can be hard. You still must do it every day — because if you don’t, who will?
Here are 10 rules for coaching your team to greatness.
I learned this from my father, Roy Titus, the best boss I ever had. He had such a high level of loyalty from employees that he earned over a long period of time managing them. He was a great leader of people, leading by example with a strong work ethic and in treating people with respect.
2. Be positive in all circumstances
It always starts with the leader, the boss or the coach showing a positive attitude and then moves to everyone else. Being a positive force for our company, employees and franchisees is what I do every day. Even when challenges arise, the message should always be that we can do it and will do it cheerfully.
3. Be fair in all dealings so everyone will know you’ll be fair with them
If you want to get respect, you have to give it first — and it starts with how you treat the people you’re leading. They must feel valued for what they contribute and rewarded for achievement.
This also means calling people out when they are negative or lagging behind. Make sure your people know they’ll be treated with the same fairness in whatever they do.
4. Be a great listener, and ask questions before giving any directions
Make sure you’re getting all the information you need before starting a project or making a major decision. It’s okay to look like you don’t know everything, but blundering into a situation you haven’t examined carefully will surely give people that impression! Don’t forget the most important question: “Is there anything else I need to know?”
It would be nice if your team could read your mind and just do what you want without being told, but no team is that good. If you want your wishes to be carried out, people have to know what they are. Be sure people feel free to ask questions if they need more clarity.
6. Be honest in your life
It’s one of those values you can’t expect to see in your team if you don’t practice it yourself, and it goes beyond your leadership in the company. If you are not being honest with your family and your community, your ethics at work will not count.
7. Become a lifelong learner
Education must never stop, whether it’s keeping up with trends in your industry or learning a new language. You don’t have to earn multiple academic degrees; reading books, attending lectures or just showing curiosity in daily life will exercise your intellect.
8. Always look for a better way forward
What works today may not work tomorrow, and “that’s the way we’ve always done it” doesn’t work on any day. Look for ways to improve your products and processes and be open to new ideas — from anyone, anywhere.
9. Embrace change, especially technology
The pace of change in technology can be breathtaking, and resisting it is not only futile but can also be harmful. Stay open to new technology and informed about what’s coming. Your attitude here can be a big factor in how your millennial employees see you.
Lead with the attitude that nothing is ever too small (or big) for you to do, and make sure your team knows it. From helping to pack up your booth after a trade show to making a major presentation at an industry event, show them they can do it because you’ve done it too.
Creating a team culture is something you must work on every day, every week and all year long. Make sure your entire team knows you came here to win, inspire them to score and reward them for every point they make.
Opinions expressed by Entrepreneur contributors are their own.
A mentor is a valuable teacher for a company’s emerging talent, but in four decades of coaching sharp business-minded younger people, I’ve often been surprised at how much they have taught me. You really have to know your stuff when you teach someone. Mentoring has kept my skills sharp, and working so intensively with young team members has helped me keep up with new developments in my industry.
A solid mentoring program can be the backbone of any company if it is done right. It should be a give-and-take relationship that’s about knowledge, not status, with honest feedback that goes both ways. And as I’ve found, it has rewards for both mentor and protégé.
The rewards don’t always come from teaching job or career skills. My most memorable experience as a mentor began when I learned an employee was struggling with a drug and alcohol addiction. I worked with him and his wife to encourage admitting himself into a rehabilitation center for one year. It helped him get back on the right track, and he returned to work better than ever.
I’ve also been mentored by some incredibly talented people. Three in particular come to mind: my father, franchising legend Roy Titus; his long-term employee, Gary Rockwell; and my father-in-law, J.J. Prendamano, who was General Manager at United Franchise Group (UFG) for many years. They all taught me the value of hard work and were unique in their ability to get things done and keep moving forward in good times and bad; I’ve often drawn on their examples.
J.J. left his mark on UFG in many ways, including starting our mentor program over 25 years ago which continues to this day. Here are some lessons we’ve learned in that time.
The mentor is usually more experienced than the protégé, but being higher up in the organization doesn’t automatically make someone an expert in everything. As General Manager, J.J. reported to me, but I welcomed him sharing his extensive knowledge. Everyone can be an expert in something, and protocol should never stop you from sharing it with another.
2. Approach a potential mentor tactfully, respectfully and clearly
Start by expressing your admiration for their work or achievements and sharing how their experience aligns with your aspirations. Then, communicate what you hope to gain from the mentorship, and assure them you can commit the necessary time and energy. Highlight how you can contribute to the objectives, even if it’s just by bringing a fresh perspective.
3. Look for promise and possibility in a protégé
Approach them and tell them your opinion of the opportunities you see. Share insights or experiences that could benefit them and gauge their interest in mentorship. Be mindful of their autonomy, and ensure the mentorship would be welcomed and beneficial from their perspective. People either have thin skin or thick skin, so when sharing constructive criticism, choose your words and tone wisely.
4. Set expectations and rules right from the start
What is each person looking for in this relationship? What career advancement is the protégé looking for, and can they expect to achieve it? Work out each person’s responsibilities to each other and the relationship, and establish clear rules. Don’t assume anything, especially regarding off-limit subjects or behaviors.
5. Have an agenda, but let the meeting go where it needs to go
At UFG, we believe in formal meetings with an agenda and always in a conference room or out for lunch, including when mentors and protégés get together. Know the purpose of your session, and you’ll get more done. Don’t be afraid to deviate; good ideas can pop up at the most unexpected times. Just be sure the unplanned business is relevant and doesn’t derail the planned business.
6. Ask a lot of questions
This is important for both mentor and protégé. The protégé should be filled with questions about the subjects you explore and should never be afraid to ask them. The mentor should ask questions that challenge the protégé’s assumptions and help them approach problems creatively. “Are you sure about that? How do you know? What if the situation changes?”
7. Be willing to share your mistakes
Mentors must be willing to share experiences, even if it makes them look bad (“Learn from my mistakes”), so humility is essential — so is trust. To ensure an open dialogue, agree that “What happens in our mentor meetings stays in our mentor meetings.”
Mentoring really can be the core or backbone of any company if it is done right. Having the more experienced employees pass on great nuggets they’ve learned over the years to the newbies (protégé) is more valuable than anything else you could do.
Not all mentorships work out, and that’s okay. If the mentorship isn’t fulfilling its intended purpose, it’s best to have an open and honest conversation about it. Thank your mentor for their time and guidance, but express that you feel the relationship might not best fit your current needs. This approach should also apply if you’re a mentor who feels the relationship doesn’t benefit your mentee. Maintaining professionalism and respect throughout this process is important, as you never know when your paths may cross again.
Mentoring has enabled me to exercise one of my greatest passions, helping people become successful. I hope I’ll be remembered as a positive force for good in helping others succeed by sharing my experiences and knowledge. Thanks to the rising stars I’ve worked with throughout my career, mentoring has also left its mark on me.
Opinions expressed by Entrepreneur contributors are their own.
Before I became a business coach, I spent a year as a Director of Sales, helping scale a multi-seven-figure coaching business with one of my best friends.
Our team took hundreds of sales calls every month, and each week, I would study them to figure out what we did well and how we could improve. Along the way, I discovered a few big mistakes we were making that decreased the chance someone would buy from us by 50% or more.
If you’re a coach who sells a high-ticket program over the phone, avoiding these mistakes is a proven path to signing more clients, increasing your income and making a bigger impact through the work you do. I only wish I would have discovered them sooner.
A coach recently reached out to me because he was struggling to grow his business and wanted help.
I asked him, “What do you do before every sales call?”
He said, “I pump myself up and tell myself — ‘I know I’m going to close this deal.’”
It’s no surprise to me that he was having trouble.
Imagine you’re going out on a first date. Do you want to have dinner with someone whose goal is to sleep with you later that night?
Probably not.
Your potential clients feel the same way. Nobody wants to get on a sales call with someone who wants to “close” them.
What people do want is an advocate — someone who can show up in the heart of service, unattached to making a sale, focused instead on figuring out how to get them what they want.
Don’t show up to a call trying to close the deal. The less attached you are to making a sale, the more likely it is to happen.
Mistake #2: Not listening enough
My top sales reps spent up to 80% of their calls asking questions and listening. My less experienced reps spent far more time talking, pitching, convincing and, in general, running their mouths.
For someone to want to work with you, they need to feel seen, heard and understood. You do this by listening, not by talking.
When in doubt, ask more questions. The more time you spend talking, the lower your close rate will be.
Mistake #3: Pitching the process
Your prospects don’t care that much about the nitty-gritty details around working with you.
What really matters to them is…
How will my life be different after we work together? And will this be worth the pain of hiring you?
My average sales reps would overwhelm prospects with details about our program, dragging them into the weeds of how we could help them and what every step of the process would look like.
On the flip side, my best sales reps pitched very differently. They focused primarily on outcomes and results instead, painting in vivid detail what someone’s life would look like after working with us. This was far more effective.
People value freedom and autonomy above everything else. Your prospects want to feel in control during the sales process — like they have the power to determine how and when things happen.
Sales pressure threatens this freedom and autonomy. When you try to force someone, however subtly, into taking a step they’re not yet ready to take, you’re trying to take their freedom away. This is why people hate sales pressure and why it will almost always doesn’t work.
My best sales reps were intuitive and attentive on calls. Rather than defaulting to going for the close, they felt out where someone was at and whether or not they were ready to commit. Sometimes the people they spoke to were right there and just needed a little nudge to enroll. Other times, they sensed someone wasn’t ready and allowed them more space and time to process and think things through. This approach is much more effective.
Mistake #5: Being their friend instead of the leader
My average sales reps would spend up to ten minutes building rapport on calls — talking about someone’s family, where they grew up, what they did this past weekend, etc.
My top reps didn’t waste this time. They’d spend a minute or two with casual chat, but then they would get down to brass tax.
Being overly focused on building rapport usually comes from a place of neediness. It’s something you do when you’re trying to impress someone.
The message you’re sending people when you do this is, “I need to convince you to like me.” This actually repels prospects, rather than attracting them to you.
Instead, show up to a call focused on what someone came there for. If someone reached out to you, it’s because they need help. They don’t want to spend ten minutes talking about the vacation they just went on. They want you to take the lead, figure out what’s going on and how you can help. So, get to the point instead.
If you can avoid these mistakes, you’ll sidestep the biggest issues that kept my team stuck and increase your close rate immediately. That means more coaching clients, more income and a bigger impact on the lives of your clients.
Remember that sales is a skill that you can develop with practice over time. I’d encourage you to do so, as it will have a huge impact on your success.
Opinions expressed by Entrepreneur contributors are their own.
In the evolving global economy, coaching businesses play a crucial role. A significant trend in the coaching market is tool consolidation, driven by the need for smoother business operations and improved client experience.
However, coaching businesses often struggle to scale due to outdated tools. This has led to a shift towards product thinking and software innovations, which can enhance client service and scalability.
Product thinking is about creating and delivering customer value by focusing on the user experience, needs and pain points. It involves a deep understanding of the target audience and applying this knowledge to design, develop and improve products, services and client experience.
For coaching services firms, adopting a product-thinking mindset can increase client satisfaction, engagement and retention, ultimately driving business growth.
Key aspects of product thinking include:
Understanding the client’s needs: Coaching services firms need to empathize with their clients to identify their requirements, challenges and aspirations. A study by McKinsey found that companies that prioritize customer experience (CX) have the potential to increase their revenue by 5-10% and reduce costs by 15-25% within 2-3 years.
Personalization and customization: Product thinking encourages coaching vendors to offer tailored solutions to clients, which is highly valued in the coaching industry. Research by McKinsey revealed that 80% of consumers are more likely to do business with a company if it offers personalized experiences.
Scalability and growth: By treating coaching services as products, firms can develop scalable and repeatable processes. This mindset enables them to grow efficiently, just like successful SaaS companies.
Metrics-driven approach: Product thinking emphasizes the importance of measuring success through key performance indicators (KPIs). Using data-driven insights, coaching services firms can optimize their offerings and make informed decisions. A study by PwC revealed that data-driven organizations are three times more likely to report significant improvements in business performance.
Modern consumer habits have significantly influenced the delivery of coaching services.
Traditional marketing avenues are losing their effectiveness, and the cost of acquiring new customers is on the rise.
Declining social media reach: A decade ago, the average Facebook page enjoyed a 16% organic reach. Today, it’s down to approximately 8.5%. Even Instagram, which performs better, sees its rates dropping annually.
Search engines losing traction: In 2020, 65% of Google searches ended without a click. The rise of zero-click searches and advertising has shifted search behavior. AI technologies like ChatGPT are expected to accelerate this trend.
Attribution software limitations: If you’re using attribution software, you’re likely seeing Google pop up more often than it actually contributes as a lead source. Asking “How did you hear about us” upon conversion can provide a clearer picture of your lead sources.
Overlooked data sources: Social media platforms, podcasts, online communities, word-of-mouth referrals, blogs or events often provide valuable insights into your network effects and demand generation opportunities.
Email becoming cluttered: 33% of marketers surveyed by Hubspot identified low open rates as a major hurdle. Email response rates fell by about 40% last year. Our user research revealed an 88% dissatisfaction rate among clients when their coach communicates via email due to a disjointed engagement experience and overwhelming clutter.
With this decline in organic reach across social media, search engines and email, it’s time for businesses to reevaluate their GTM strategies and align with contemporary buyers’ preferences.
Our findings at Profi emphasize the principle of Value > Volume, with 83% of professionals believing that producing higher-quality content and engagements less frequently is more effective.
In today’s digital age, customers, whether in the SaaS or professional services markets, have come to expect the opportunity to familiarize themselves with products or services before making a commitment.
This shift in consumer behavior has led to the rise of a product-led model, which has demonstrated remarkable success in the SaaS industry and holds significant potential for professional services as well. This model prioritizes delivering value upfront, allowing potential clients to experience the benefits of your services before they decide to invest.
Productization refers to turning services into scalable, standardized product experiences. It’s essential for effectively scaling and maintaining consistent quality for professional coaching services firms.
By incorporating best practices and lessons from the SaaS industry, coaching services can achieve greater client satisfaction, increased revenue and reduced operational costs.
Best practices for productizing coaching services
Hyper-personalized service packages: Design service packages that resonate with your Ideal Customer Persona (ICP) on an emotional level, based on the Jobs To Be Done (JTBD) theory.
Standardized service delivery: Develop standardized processes for consistent coaching services. Regularly monitor your clients’ perception of your brand and services through surveys and Net Promoter Score (NPS).
Pricing strategy: Establish transparent, tiered pricing models that align with the value provided by each service package. Regularly review your pricing strategy to ensure it reflects the value you provide, the market rate and your business goals.
Performance tracking: Use key performance indicators (KPIs) to measure the effectiveness of your coaching services. Use these insights to optimize and refine your offerings.
Technology adoption: Use technology and digital platforms to streamline service delivery, manage client relationships and track performance metrics.
Opinions expressed by Entrepreneur contributors are their own.
The key to growth is always investing in yourself. Especially if you’re a coach, consultant or service provider.
When you invest in yourself, you become more and more confident. And the more confident you are, the more you realize your value and are less fearful of demanding higher prices for the valuable transformations that you help your clients with.
A high-ticket program is the fastest way to scale on the front end compared to any other and to get a budget for ads to scale further down the road.
High-ticket offers get the best results for your clients, hands-down. Why? Because when folks invest in themselves, they are all in and therefore do way more. And you are all in because you naturally respect a larger investment.
So, yes, you will serve your clients at a much higher level if they are paying high-ticket prices. And I know you’re saying to yourself: “I give as much when people pay $100 as $10,000.” It’s not true.
So, what is keeping you from this? Well, what’s keeping a lot of people from it is that they don’t believe that they are worth it or that anybody will pay them for it.
Coaches, consultants and service providers discount their programs because it fits in with their idea of themselves — their idea that they are not worth it.
It all comes down to belief. You can’t hide, or as I say, “half hide,” and somehow become a success. People can feel that a mile away. They can smell it.
What needs to happen is you need to fully embrace exactly how good you are. Look at all the client success that you have had. And if you haven’t had a lot of client successes, then ask yourself why you set out on this journey in the first place.
We all started somewhere. We all had to get that first client. And we all had to produce results. Nobody was born with clients.
So, stand in your truth. There was a reason you started all of this. And the reason was not to second-guess — or even triple-guess — yourself while you’re not making money and while you get up every morning and feel bad about yourself every day because you’re nowhere near your goals and discouraged because it seems like it’ll be 100 years before you get to where you want to be in life.
And on top of everything else, you’re not getting client results because who can get client results with some cheap course or program that there’s no real investment in?
“Who am I to think that I could be one of those top coaches who transforms other people’s lives and businesses and also creates meaningful wealth?”
The question is who are you NOT to be that person? And no, you are not being arrogant. No, you’re not being pretentious. Those days when you get up and you feel inspired, remember why you started this in the first place and feel like your true self and on fire — that’s the real you.
That is not the false you. The false you is the one that is always doubting, always having to talk yourself off the ledge.
Get to that place of the real you, have a real talk with yourself, and ask yourself what you really want. And then go for it. Yes, you are worth it. Yes, you are worthy. Right now!
Nobody can conceive of what they want if they are not capable of it. Period.
The real client magnet is true confidence, standing in your truth and helping your clients without crumpling and self-doubting. I see this all over the place, and it is destroying businesses that haven’t even had a chance to start yet. It wastes so much time, so much precious life, and it destroys so many hopes.
So, take that step, and create an offer that you really want to create. Because the fact is that nobody really wants to hustle and grind to sell a $200 program. It will not get results, and it is demoralizing for you. Once you get this mindset straight, get a really good lead generation system in place, and learn how to sell your offers from a genuine place of serving other people without trickery or tactics — and I guarantee your business will explode!
The authentic you is worthy, so start living who you are now, and go for what you really want! It’s a cliché I know, but life really is too short.
Stop hiding, invest in yourself, and create offers that are worthy of you and your true vision. This is the way to become a million-dollar coach.
Opinions expressed by Entrepreneur contributors are their own.
I’ve been singing the praises of business coaches for a long time because I’ve seen the direct impact they can have on personal development and business growth. In fact, I’ve had the same coach for 12 years and cannot overstate the value this relationship has added to my journey as an entrepreneur and CEO.
If you own a business but are on the fence about getting a business coach, keep reading. Here are seven reasons I feel a coach is crucial for every entrepreneur.
1. A good business coach helps inform your strategy
As your company’s founder, you clearly have some experience, either in your industry, your role or both. But no matter how much experience you have, you can benefit from more. Since there’s a limit to how many businesses we can create, grow and exit in a single lifetime, the best way to gain another lifetime of experience is to draw on someone else’s.
When you choose a business coach who either has firsthand experience doing what you’re trying to do or has empowered others to succeed on the same path you’re on, you’ll get insider access to their knowledge and strategic guidance.
2. They help you identify your strengths and weaknesses
The best business coaches see you for who you really are, both in the areas where you shine and the areas where you need extra help. They’ll work with you to create a plan to double down on your strongest traits and to find ways not to let the weakest ones encumber you.
For example, maybe you’re a visionary who dreams about product enhancements and big-picture trajectories. You’ll be well served to have a partner who knows how to get in the weeds of daily management and tactical execution so you can actually bring your ideas to life. A seasoned business coach will be able to recognize the need for such synergy and advise you to hire someone who will complement your skill set in the most beneficial way possible.
3. Business coaches fill a unique and necessary role
One of the most important criteria when choosing a coach is to choose someone with no financial stake in the business. They also shouldn’t be related to you or have a vested interest in the business for any reason. This keeps your coach unbiased and working solely for the company’s good, which is a refreshing — and essential — need in a growing organization.
If you’re only surrounded by family members who love you, friends who cheer you on and employees who are largely “yes people” because you hold the power of their paycheck, you need someone with an authoritative, insightful and neutral voice.
4. They’re not afraid to challenge you
Along the same lines as the point above, a business coach can and should regularly challenge you. Even if it feels more harmonious to work with people who share your vision and are on board with your plans, it’s helpful to have someone in the role of constructive dissenter.
This doesn’t mean they’re a constant contrarian, but it does mean they apply a critical lens to every major decision you make. If it’s unclear why you’re going in a certain direction or they see danger ahead, they’ll challenge you on your choices. This might not be what you want, but I can attest that it’s often what you need.
5. A business coach is prepared to hold you accountable
You might be a solopreneur or in a partnership. Either way, who makes sure you hold up your end of the bargain when it comes to your duties in the business? For many entrepreneurs, the answer is no one. You’re just doing your best to survive in the sea of responsibilities you find yourself in every day. Of course, some tasks will get pushed to the back burner, which is ok if you’re not deprioritizing the things that matter.
A business coach is likely the only person who will feel comfortable speaking up if you’re not following through on your commitments. Even if you are, they can check in to ensure you have what you need to be successful and have a sounding board if necessary. Accountability is huge, and a business coach is the best way for entrepreneurs to ensure they have it.
Let me ask you something: do you need improvements, or does your business need improvements? Most owners will readily raise their hand when asked if their business needs to be improved, but few want to admit to their own shortcomings. Many even fail to see the connection between their own issues and the business — but they’re entirely interrelated.
Business coaches should not only point out your flaws but should also encourage you to face up to them. Sound uncomfortable? It certainly can be. No one wants to hear that their leadership style is coming across as dictatorial or that they’re choosing a conservative go-to-market strategy that’s all wrong simply because of fear. But the health and future of the business depend on you being aware of your shortcomings and then working to change them. In other words, the growth of the business starts with your own growth, and a business coach will help you achieve both.
7. Great business coaches will unlock your business’s full potential
Combine all of the reasons listed here, and what do you get? An organization that is poised to improve and thrive. Without a coach, you may still get far. You might even do great things. But with a coach, your potential and your business’ potential will have significantly greater odds of soaring.
I’m not exaggerating when I say my coach helped me through some of the most turbulent times in my business or that I would not be where I am today if it hadn’t been for his guidance and influence. I want you to experience the same. If you’re a serious entrepreneur, you need a business coach; it really is that simple.
Opinions expressed by Entrepreneur contributors are their own.
As an entrepreneur, we often face a wide range of challenges while building and scaling our businesses. From managing finances and operations to navigating through market uncertainties, the list of responsibilities can be overwhelming, especially for those of us just starting out or doing everything alone. That’s where business coaches come in.
Hiring a business coach can be a gamechanger for entrepreneurs. A coach can provide guidance, support and accountability, helping you to navigate through challenges and achieve your goals. In fact, according to a study by the International Coach Federation, 80% of people who received coaching reported increased self-confidence and over 70% saw improvements in work performance, relationships and communication skills.
When it comes to choosing a business coach, you need to find someone who has been in your shoes. You are looking for a coach who has had experience and success in building and scaling their own business or businesses, that way they can offer you invaluable insights and perspectives that truly help you to overcome any obstacles you may be facing, so you can achieve the levels of success you are looking for. Ultimately, less “trial and error” for you. I wanted to share a few different areas in which you can expect a business coach to help you.
A business coach can help entrepreneurs create a solid sales strategy that aligns with their goals and target audience. This includes identifying their unique selling proposition (USP) and positioning it to resonate with their target market. Coaches can also help entrepreneurs optimize their pricing, create effective marketing campaigns, and improve their sales processes and closing techniques.
2. Brand development
Your personal brand is so much more than just your logos and slogans. Your brand is who you are and who others think you are and it’s what sets you apart from your competitors. Brand development is a crucial stage in the branding process, where you will determine your brand’s core elements and how you want your business to be perceived. It’s important to note that brand development is not the same as branding, which refers to how you communicate your brand to your target audience. Instead, it’s the foundational stage of creating a brand. Think of it as building the “back end” of your brand.
This can be a daunting task, especially if you are just starting out in your business journey. However, a business coach can provide guidance on developing a strong personal brand that reflects your values, strengths and expertise. This includes creating a consistent message and visual identity across all communication channels, such as social media, your website, reputation and other marketing materials.
3. Social media strategy
Social media can be a powerful tool for entrepreneurs to connect with their audience and grow their businesses. However, it can also be very overwhelming and time-consuming to learn how to create and maintain a social media strategy.
A business coach can help entrepreneurs develop a social media strategy that aligns with their goals and target audience. This includes content creation, engagement, community building and strategies for measuring success and optimizing results. Think about it: No one asks for your business card anymore. They ask, “What’s your Instagram?”
The little blue check mark has become a symbol of prestige and authority. Those with it are given instant credibility, a favored algorithm and an enhanced reputation in their space. It sets you apart from your competitors by giving you an automatically trustworthy appearing brand and increasing your audience.
But attaining this badge as a public figure is no small feat; you are going to need someone to help you as it’s not something you can just pay for, despite the rumors you may have heard. Top business coaches can help you with achieving this goal.
Yes, it’s true, Meta is testing a paid verification as part of their new service called Meta Verified. It is a subscription that offers enhanced verification and proactive account protection, but it will not mean you are a public figure. Becoming a public figure is possible, but only with the proper guidance from someone who has actually done it themself.
5. Securing high authority press
Securing high authority press can help entrepreneurs establish themselves as thought leaders in their industry, increase visibility, and attract new customers. A business coach can help entrepreneurs develop a PR strategy that aligns with their goals and target audience.
This may include identifying relevant journalists and publications, crafting compelling pitches and press releases and building relationships with key media contacts. Whether you want to learn how to properly execute DIY public relations or are looking to outsource this task, a good business coach can help you with this.
As an entrepreneur, you tend to have a lot on your mind and a lot on your plate. You always have great new innovative ideas on different projects to start and directions to take your business. It’s what makes you a successful entrepreneur, but sometimes it can derail the process. Having a good business coach on your team can help you define your goals and organize a solid action plan for you to follow while also having the foresight to see potential derailers in your projects.
Business coaches are also great at pointing out what is going well. When entrepreneurs are in the growth phase, we tend to consistently look at what is not working because we want to fix it and make it more profitable, but it’s equally important to take a step back and feel satisfaction in where you are right now.
Entrepreneurs at every stage often face a variety of challenges when building and scaling their businesses. But business coaches can help by providing guidance, support and accountability. Coaches can assist with sales strategies, personal brand development, social media strategy, securing high authority press, reputation management and getting organized.
Hiring a business coach who has had experience and success in building and scaling their own business is crucial. Coaches can offer valuable insights and perspectives that help entrepreneurs achieve their goals, resulting in increased self-confidence and improved work performance, relationships and communication skills.
Opinions expressed by Entrepreneur contributors are their own.
Do you feel like there’s more you could achieve with your coaching practice? Do you find it challenging to adapt to the changing needs of your clients? Are you searching for a more straightforward method to deliver top-notch coaching services, grow your coaching team and increase your client base?
If so, Service Delivery Intelligence can help you solve these challenges.
Service Delivery Intelligence (SDI) is a new methodology we designed to help you streamline your operations, increase efficiency and improve client experience.
Continue reading to learn what Service Delivery Intelligence is, its benefits and how SDI helps you level up your coaching business.
To help you improve your coaching business, the Profi team has developed Service Delivery Intelligence (SDI). This methodology allows you to collect and analyze data from the client feedback loop. By utilizing SDI, you can continuously improve your coaching business operations and gain a holistic view of your business performance.
You can implement SDI in your coaching business operation to remove any friction that hinders your progress, manage your professional practice, optimize service delivery and grow your coaching business online.
SDI consists of tools and resources that enable you to:
Monitor client journey
Streamline clients’ experience
Increase clients’ engagement
Gain insight into their needs and preferences
Identify patterns and trends in their behavior
Customize your services accordingly
As a result, you can stand out from competitors, acquire new clients, retain existing clients, renew your coaching contracts, track the success of your coaching programs and ultimately increase your revenue.
The benefits of Service Delivery Intelligence for coaches
Service Delivery Intelligence offers many advantages for your coaches and coaching business, regardless of your specific focus or area of expertise. Let’s discuss the most important ones:
Increased efficiency and productivity: Optimize workflow, streamline processes and tasks, and let your coaches focus on more complex or high-value work. It is why they have chosen their profession — to assist clients with their coaching requests.
Reduced errors and improved insight into clients’ progress: Reduce manual work and errors in manual data collection and migration and ensure consistency in service delivery with unified operating systems.
Improved customer service and faster response times: Promptly address customer inquiries, increase customer satisfaction and prevent any loss of customer information.
Ability to handle a larger volume of clients: Enhance productivity and enable coaches to manage more clients and customers by using their time and resources more efficiently.
Increased flexibility and scalability: Quickly adapt this methodology and scale SDI to meet your evolving requirements.
Improved data collection and analysis for decision-making: Gather real-time data and insights to help coaches make good decisions and improve coaching services.
Reduced labor costs and increased cost savings: Reduce the amount of manual work and VA/admin backend management.
Increased consistency and standardization in service delivery: Ensure your services are consistently standardized.
Improved communication and collaboration among coaches on your team: Improve communication and collaboration by providing real-time data, templates and services for team members.
Increased availability and accessibility of services for customers: Make services more available and accessible by eliminating the need to answer repetitive questions.
Choosing the right enablement for Service Delivery Intelligence
Implementing Service Delivery Intelligence in your coaching practice requires a mindset and using specific software to collect, analyze and utilize data. However, knowing which tools best fit your business can be challenging with so many available options.
Here are some factors to consider:
Data collection: Consider the type of data you need to collect, such as client demographics, progress and session information. For example, you can focus on the client feedback regarding the session and service delivery experience to optimize their engagement with your coaching business. Look for tools that automatically fire off such forms and manage and store this data in a centralized, secure location.
Data analysis: Ensure the operating platform can securely store the data you need to analyze and has the necessary visualization and reporting capabilities.
Integration: For optimal usage of digital infrastructure, integrate data and tools seamlessly to prevent inconsistencies or loss of information, particularly the data collected through forms. It can prevent loss of revenue.
Accessibility: Ensure that your digital infrastructure allows for a superior and streamlined client experience and journey to engage and activate clients.
Cost: Assess the cost of the platform you are considering, and ensure it fits your budget.
By evaluating these factors, you can choose the right tools for your SDI needs and make data-driven decisions to improve the effectiveness of your coaching business.
How to incorporate Service Delivery Intelligence into your coaching practice
Implementing Service Delivery Intelligence in your coaching practice may seem daunting, but it doesn’t have to be. Here are some steps to help you get started:
Assess your and your coaches’ current process: Take a look at your current coaching process, and identify what you need to improve.
Choose the right software: Choose the right tool for data collection, analysis and utilization that fits your practice.
Set clear goals: Determine what you want to achieve by implementing SDI in your practice, such as improved client outcomes, increased coaching effectiveness or better client engagement. Clear goals will help you focus your efforts and measure progress.
Train your team of coaches: Ensure your team understands your chosen tools and processes, so you can further scale your coaching business and framework.
Continuously monitor and evaluate client feedback data: It helps you stay on track and achieve your goals.
Following these steps, you can implement a Service Delivery Intelligence mindset in your coaching practice or any other professional service business smoothly and efficiently. It will allow you to gain valuable insights into your clients’ needs and make data-driven decisions to elevate your coaching practice and reach your full potential.
In conclusion, the Service Delivery Intelligence methodology can significantly benefit your coaching business by maximizing efficiency, reducing data loss and insights and improving customer satisfaction.
By streamlining processes, you can focus on providing better customer service through hyper-personalization and a better service experience. You should also analyze customer feedback, anticipate needs and optimize the resource allocation of the coaches in your team.
Finally, you can identify potential problems and take preventive measures, reducing costs and improving customer experience. Service Delivery Intelligence methodology can be your powerful ally for maximizing service delivery and boosting clients’ results.
Opinions expressed by Entrepreneur contributors are their own.
With technology increasingly pervading our daily lives, clients expect an optimized digital experience in all areas, including coaching.
Unfortunately, many coaching businesses still rely on outdated service delivery methods, leaving their clients frustrated with a suboptimal coaching experience.
In this article, we’ll explore what clients need most and how coaching businesses can meet those needs, mainly through adopting advanced service delivery platforms such as Profi.
For many clients, coaching is more than just a service; it’s a relationship built on trust and communication. They expect their coaches to have excellent communication skills, be empathetic and understanding, and provide them with personalized solutions.
Clients also want to feel empowered to achieve their goals and see progress through measurable results. They want to feel heard, understood and supported in their journey toward success.
For coaches, the key to success lies in being very niche-focused. Coaches can differentiate themselves from the competition by offering highly specialized services to attract and convert more clients and increase ticket size.
Hyper-personalization is also crucial in the coaching industry. By leveraging data and analytics, coaches can gather information on their clients’ goals, preferences and learning styles and use this information to deliver highly personalized coaching experiences.
Gathering feedback from current clients
Feedback provides coaches with valuable insights into their clients’ experiences and helps them understand what is working and what needs improvement.
Coaches must adopt a product-based mindset and think like product managers. They need to consider their coaching service as a product and continuously evaluate and improve it based on client feedback. However, gathering feedback can be a challenge for non-tech-equipped coaching service providers.
One way to gather feedback is to regularly ask clients how satisfied they are with their coaching experience. Coaches can use surveys, polls or questionnaires to collect feedback and track critical metrics.
By monitoring metrics such as client retention, client satisfaction and progress toward goals, coaches can understand their clients’ needs and tailor their coaching programs accordingly.
It’s also essential to test and optimize coaching services continually. By gathering data and analyzing results, coaches can improve their coaching programs and deliver better client results.
Here are some critical challenges coaches must consider regarding service delivery:
Limitations of manual scheduling and form automation: Manual scheduling can be time-consuming and error-prone. Coaches may struggle to keep track of their clients’ schedules and availability, leading to missed appointments or scheduling conflicts.
Streamlining service delivery: Multiple coaches working with multiple clients must facilitate service delivery to provide a high-quality branded coaching experience consistently. Automating and managing client interactions can be challenging without the right tools and technology.
Low engagement that hinders meaningful progress: It can be difficult to activate and engage clients, especially cohorts of clients, if coaches are not tech-enabled. Low engagement can hinder progress, and clients may not see the desired results.
Coaches must leverage service delivery platforms to address these challenges and streamline their processes. It helps them save time and ensure a smooth coaching experience.
Meeting the needs of coaching clients
Here are some strategies coaches can use to meet the needs of their coaching clients:
Automation: Coaches can streamline processes and automate forms, content notifications, billing and more to create a smooth coaching experience.
Service delivery management system: Coaches can manage client interactions, track progress, monitor client engagement and deliver personalized coaching to each client using a centralized system.
AI tools: Artificial Intelligence tools such as chatbots and virtual assistants can help coaches boost customer engagement and provide personalized client support. For example, a chatbot can help clients with quick questions or provide support outside coaching sessions.
Self-serve micro-learning and practice: Coaches can promote self-serve micro-learning and practice tools to help clients develop skills and knowledge outside of coaching sessions. Micro-learning tools such as online courses, webinars and podcasts can help clients learn and grow at their own pace.
Hybrid and group sessions: Hybrid coaching sessions that combine virtual and in-person sessions provide flexibility and efficiency. Additionally, group coaching sessions can provide a cost-effective way for coaches to work with multiple clients and provide personalized coaching in a group setting.
Implementing these strategies can help you provide a valuable coaching experience that promotes clients’ growth and development.
Here are some key trends that coaches need to remember:
Diversification of coaching and hyper-personalization: To meet client demand for specialized coaching experiences, coaches should diversify their offerings and focus on hyper-personalization. It involves expanding service options to include executive, leadership, career coaching and more.
Streamlined digital experience: To meet client expectations of a seamless coaching experience, coaches must employ technology to streamline their services and cater to each client’s unique needs.
On-demand reporting and secure platform: Clients expect a secure platform that facilitates service delivery and provides access to on-demand reporting to monitor their progress.
Less employee skepticism towards coaching: More employees recognize the value of coaching in their personal and professional development. As a result, they are more open to improving their skills, achieving their goals and advancing their careers.
Changes in coaching format and frequency: As technology advances and work culture changes, coaching takes various forms, including virtual, group and self-paced learning modules. Additionally, some coaches offer shorter, more frequent sessions to help clients achieve their goals more efficiently.
It’s a challenging but exciting time for the coaching industry, and coaches who embrace these trends are well-positioned to succeed in the future.
Coaches must adapt to evolving client needs and leverage technology for a convenient and engaging experience. They must also prioritize the human connection and provide personalized coaching tailored to each client. Staying informed and adaptable is key to providing valuable coaching experience that promotes growth and development.
