| I talk to a lot of people about coaching, not | | | | |
| because they want to become clients, but | | | | The next step in the generic coaching model |
| because they're curious about coaching. And | | | | is making a plan to get you from where you |
| they all ask, "Does it really work? Can you | | | | are to where you want to be. Strangely |
| really help me get what I want?" Well, the | | | | enough, you probably already know what you |
| answer is a resounding "Probably." | | | | need to do, once you know where you want to |
| | | | go. My role is to help you keep the plan |
| Coaching isn't magic, despite what some of | | | | realistic, to keep all the options open so |
| the crystal-gazers want you to believe. All a | | | | you don't get caught in just one path, and to |
| coach does is help you focus all your | | | | help you identify the critical points in the |
| energies on what it is you want to achieve, | | | | plan. We might make a plan for a week or a |
| then put together a plan for getting it, then | | | | month or a decade, but I'm a great believer |
| carry out the plan. I say "all," but that's | | | | in writing it down so you always know what to |
| actually a lot because most people aren't at | | | | do next. |
| all clear what it is they want. Think about | | | | |
| it - has anyone ever asked you in all | | | | And the last step is helping you execute the |
| sincerity, "What do you really want?" And if | | | | plan. To be honest, I do exactly none of the |
| they did, would you be able to answer them? | | | | work here: you're the one who has to follow |
| Most of my clients need a lot of help with | | | | the plan, make the phone calls, get the |
| that one, because they're used to asking | | | | allies, call the meetings, write the papers, |
| themselves questions like: | | | | whatever. My role is to help you remember the |
| | | | goal: why you got started in the first place |
| "What am I entitled to?" | | | | and what it will mean to you when you |
| | | | succeed. In the inevitable times when the |
| "What does he/she want for me?" | | | | plan doesn't seem to be working, I help you |
| | | | analyze what's happening and help you replan |
| "What should I say I want?" | | | | if necessary. And above all, I'm your biggest |
| | | | cheerleader - I try to transfer as much |
| So answering honestly requires a lot of | | | | enthusiasm as I can from me to you to help |
| introspection and courage - because once | | | | you get through the tough times, and help you |
| you've admitted to yourself what you want, | | | | celebrate even the small successes. |
| you feel obliged to go get it, and that can | | | | |
| cause big changes. The most frequent | | | | So that's what coaching is all about and why |
| stumbling block for clients at this point is | | | | the question "Does it work?" can only be |
| that little inner voice that says, "I can't | | | | answered, "Probably." Success depends on a |
| possibly do that." or "That's for other | | | | combination of my skill and your |
| people." The coaching literature calls this | | | | determination and, if we both show up ready |
| voice "the gremlin," but I think that's to | | | | to try our hardest there's an overwhelming |
| cute a word so I use the term "saboteur." | | | | likelihood that you'll achieve what you set |
| After all, this is the voice that wants to | | | | out to do. |
| wreck all your plans before they even begin. | | | | |
| Getting the saboteur under control is one of | | | | Man, I love this job. |
| the toughest parts of coaching. | | | | |