Monthly Archives: June 2017

occ sep 8th

What is business coaching?

Business coaching is facilitative one-to-one coaching with business managers and owners. The coaching is focused on the success of the business and is likely to include a mixture of short and long term objectives.

It is lonely at the top. Especially for an owner-manager. Running a business can be lonely. Issues such as your own growth and development, working relationships with your management team or specific business challenges can be highly confidential. But these matters are also important enough to merit the rare opportunity to discuss them, think out loud and receive constructive feedback. As an objective outsider a coach is free to question the manager on major issues, obtain valid data and address specific issues.

What does business coaching cover?

Owners might employ business coaches at any stage of the business growth curve, including:

  • start-up and business planning
  • learning to delegate
  • building a team structure
  • resolving changing relationships
  • introducing management and financial processes
  • developing a marketing plan
  • major expansion, new project
  • business turnaround
  • sale or purchase

What distinguishes a business coach?

In order to be effective, a business coach must be able to combine a wide range of business skills with the ability to understand and fit in with the culture of a business. It is likely that a successful business coach will have had personal experience of starting a business or working in a SME, and will be able to support the coaching with personal anecdotes.

A coach working with small businesses will support the management, expand and stretch their horizons, and provide an independent, confidential sounding board.

Find out more

We don’t know whether you have yet defined a need, or whether you would like to learn more about business coaching.

Whichever it is, you could find out more about OCC for teams and individuals in organizations.  Click the OCC tab at the top or fill out the document below.


occ sep 8th

What are the benefits of coaching employees? Harvard Business Review’s Answer Exchange offers some great reasons:

When organizations coach employees, benefits to the company include:

  • Overcome costly and time-consuming performance problems
  • Strengthen employees’ skills so you can delegate more tasks to them and focus on more important managerial responsibilities—such as planning
  • Boost productivity by helping your employees work smarter
  • Develop a deep bench of talent who can step into your shoes as you advance in the company
  • Improve retention; employees are more loyal and motivated when their bosses take time to help them improve their skills
  • Make more effective use of company resources; coaching costs less than formal training

When employees are coached, they:

  • Build valuable skills and knowledge they can use to advance in their careers
  • Feel supported and encouraged by their manager and the company
  • Experience the pride and satisfaction that come with surmounting new challenges

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The fast-paced and ever evolving world in which we find ourselves has presented
business leaders with many challenges – often unprecedented challenges – that need
innovative and flexible solutions.

Today’s successful leaders, from business to politics, find authentic and creative
ways to approach these challenges – often transforming challenges into

One of the fundamental shifts that leaders have had to face in recent years is
the closing gap between the professional or business world, and the personal world.
Business leaders and politicians are often confronted with the ethics (or lack thereof)
of their personal behavior, and their so-called “private lives’ are anything but.

Similarly, a leader’s personality and ability to deal with conflict, change and other
people, is more important than ever in terms of inspiring and manifesting success.

With this shift of personal and professional becoming almost one and the same,
being able to live and lead with authenticity, creativity and power is more important
than ever. It is therefore critical to bridge the gap between personal growth and
business leadership and success.

20 years ago business and personal coaching was seen as a remedial effort
aimed at poor performers, but most corporate budgets now focus on investing in high
potential individuals. Coaching in 2017, is about delivering robust psychological,
social, human and economic value.

A focus on coaching for these high potential individuals, especially the top
management and leaders within organizations, is of particular importance. Coaching
for these individuals would focus on personal and professional goals – and finding
what people require to improve their performances and achieve these goals.

Coaching in the business environment takes place with individuals and teams to
define purposeful personal strategies though conducting professional life audits and
aligning challenges and competency to reduce anxiety and increase confidence and

By focusing on the individual within the professional context, coaching prepares
high potential individuals for accelerated development, inspires innovation and
creativity, as well as builds resilience capability for tougher times.

Of particular importance, especially in a business environment where attracting,
hiring and training top talent is extremely expensive, coaching can align the personal
identity and values of individuals with the values of your organization.

So what does this mean for you and your business?

Many of us are by-products of an education system that did not expect us to
succeed by using our unique brilliance, thus we were required to be good at
everything. This process continues in many businesses where our focus is taken from
what we are good at, to what we are bad at.

Following on from this, businesses often invest in learning solutions to fix what
their people are bad at as opposed to a more creative and flexible solution. Why
send an introvert on a presentation skills course when no matter how much they
acquire the functional competence to present they will feel anxious and stressed in a
presentation situation?

Send your stars. That would be the extroverts, on the presentation skills
course. They will relish every opportunity to put this skill to great use, loving the
limelight and delivering an amazing result.

How often have we seen very successful people promoted into positions that
take them from their area of excellence to an area that is completely contradictory
to their mastery? The superstar sales or customer service person gets promoted to
sales manager and quickly fails. This is because you have taken them from their
unique area of brilliance and asked them to perform in a structured, detail oriented
and regulated way.

This is the joy of diversity in organizations. If we first know our unique talent and
temperament we can all contribute in a far more meaningful way. Stress and anxiety
become a thing of the past and colleagues understand and appreciate the value of
variant personalities.

The coaching process addresses the challenges facing individuals, teams, and
businesses within this creative and transformative approach – delivering results that
can be seen in happier, more productive and successful staff, leaders and

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What makes someone a champion at anything?  It could be a sport, some form of art, a business, or heck even poker.  Whatever it is, given the same opportunities, and even the same skills, what makes some people excel while others get nowhere?

To a large extent, an individual’s psychology plays a big part in determining success or failure.  This is especially true in everyday life, where the basic skills are easy to develop, and life offers the same opportunities to all.  Qualities like patience, perseverance in the face of discouragement, the willingness to take a risk along with the level-headedness to avoid too big a risk, objectivity, not being overly emotional, and possessing self-understanding.  These are all psychological qualities that help people succeed.  And the best thing is, these qualities can be developed!  So let’s look at some of the important principles whose understanding can give your, walk of life, a psychological edge.

To a large extent we live in the world our minds create.  It is not events that affect us so much as it is our interpretation of events that makes us happy or sad, worried or confident.  This is why the Seven Sages urged individuals to “know thyself.”  Unless we understand the way our minds influence us, we are bound to make mistakes.  And because our minds tend to justify those mistakes, we will keep repeating them.

One powerful tendency of the human mind is to divide everything up into opposites.  There is always me vs. you, friend vs. foe, right vs. wrong, good vs. bad.  And once we have defined a situation according to one of these opposites we persist with our one-sided view, instead of a process, we become rigid in our decisions, and we miss important information that could change our decisions (we basically resist change).

All of these consequences make us approach life from a perspective that is contrary to the way the life actually operates.  First, life is never a fight.  The way life moves is impersonal.  There is no point to struggle and argue with the way life goes.  Our goal is simply to learn to recognize patterns and go with the flow not to debate them!  If we made a wrong decision, and life proves us wrong, we can learn a lesson.  But there is no need to get emotional over it.

Next, life is fluid, and our responses should be nimble and adaptive.  Rigidity in life is not going to lead to success.  Life is always right, and if it proves us wrong there is no need to blame our self.  Just change our self!

And finally, life is always providing new information.  A developing formation could present a warning that a change in direction is imminent.  But if all we want to see is confirmation that life will continue in our favor, we could miss the opportunity to get out before the big turnaround.  Don’t let what we want to see keep us from seeing what is actually there.

Our mind will play tricks on us.  That is why we have to understand how our mind works.  Always question our view of life and be alert to anything that could prove us wrong.  This will give us the openness and adaptability that every successful individual needs!

occ sep 8th

Team OCC can give you several reasons why executive coaching really does make you more successful. Actually, there are more, but we are limiting ourselves to just a few for this article. Continue reading our blog and e-newsletter for the next few months and you will discover others.

Why is it that some people are really successful and others are not?  Research over the years really disproves all those urban myths and has come to the conclusion that it has nothing to do with who we are and everything to do with taking action.

The focus for all Enhancement Coaching is on what the individual does to achieve success. Our mission is; coaching for success, and consequently the focus is entirely on the activity that is undertaken to achieve that success.

Remember, research over the years really disproves all those urban myths and has come to the conclusion that it has nothing to do with who we are and everything to do with taking action. This is extremely important to keep in mind!

So, what are some of the reasons? Here we go:

  1. Your OCC Team coach will ensure that your goals are crystal clear and specific. You will be challenged over and over again to be so specific and eliminate any fuzziness.
  2. We make you accountable. Procrastination is the greatest killer to achieve any goal, and we are all guilty of it from time to time.
  3. Objective measurement of progress. Team OCC will ensure that you have agreed milestones to measure your progress and will be the objective assessor of your progress.
  4. We will raise your bar. Team OCC will drive you to achieve what you are capable of, and to break through your limiting beliefs.
  5. We will keep you focused. Team OCC will motivate, inspire, and challenge you in a way that will always keep you moving forward to the achievement of your goals.
  6. We will build you achievement psychology. Success, as we said earlier, is a result of what we do, and if we are continually moving towards our goals we are building a psychology that will serve us well into the future.
  7. We will only focus on what will contribute to your success. Coaching will ensure that you keep the focus on what will contribute to your achievement.

You want success? There is no question that you do, and Team OCC really wishes that these reasons give you sufficient food for thought and motivate you to find the right coach for you so that you can have all the success that you can have. Remember, research over the years really disproves all those urban myths and has come to the conclusion that it has nothing to do with who we are and everything to do with taking action.


Managing people in the new millennium is becoming less about “command and control” and more about “development and empowerment.” Increasingly, managers are taking some responsibility for ensuring that their staff members always have the knowledge and skills necessary to perform at a high level. Managers are doing more coaching.

Coaching is a form of employee training and development. When new competencies are needed due to a change in the work situation, or when poor performance indicates that remedial instruction is needed, managers can fill the gap through coaching. Over time, coaching can also prepare employees for advancement and additional responsibility.

Managers coach in order to build employees’ knowledge and skills. Unless managers are handed a staff that possesses all of the knowledge and skills they will ever need to do their jobs, some learning must take place during the employment relationship. Coaching is simply a way that managers supplement any formal training and on-the-job learning that their employees get, and a way to give remedial instruction when performance deficiencies necessitate it.

Coaching can also be part of a long-term effort to promote employee development. One of the criteria that leaders are evaluated on is how well they develop others. Some CEOs who are very effective at achieving goals such as expanding the business and boosting stock values do a poor job of preparing their replacements. When they leave, their former firm can flounder because no one was prepared to take over. One characteristics of the best leaders is that they groom others. Of course, managers are not the sole providers of executive coaching. Consultants are also often hired to coach executives. That kind of coaching focuses more on interpersonal skills and leadership styles than on technical competence.

While managers can easily recognize the need for coaching when their employees have new jobs, duties or tools, managers often fail to diagnose the need for coaching when their employees are performing poorly. As Team OCC explains, counseling is the appropriate response when employees’ motivation problems are the cause of poor performance. But, managers need to remember that not all performance problems are due to a lack of motivation. Poor performance can also be the result of misunderstandings or a lack of skill. Many of us can recall a situation when a manager chastised us for screwing something up when all we really needed was a clarification of what was expected.  How demoralizing!

Although coaching and counseling have different purposes, they’re interrelated. Sometimes coaching reveals attitude problems, fears or other factors that interfere with the willingness to do one’s job. When such barriers to motivation are identified, managers must shift into a counseling mode to resolve them before engaging in coaching. There’s no point in working on employees’ “Can’t Do” problems before resolving their “Won’t Do” problems. By the same token, needs for coaching can also emerge during counseling. For instance, when an employee is intimidated by the complexity of a task, that fear can be manifested in a number of counterproductive work behaviors such as procrastination. Consequently, coaching is a remedy for some of the motivation problems that managers identify when counseling their employees.

Coaching is a form of employee training and development, whether it’s on-the-job or off, planned or impromptu. The science of employee training and development can’t easily be reduced to a bullet list of steps to follow, and you may notice some glaring omissions from the list below. With that disclaimer in mind, here’s a list of a few steps for managers to use when coaching their employees.

  • Put the employee at ease. This step is important when the coaching session is a response to poor performance–it’s not as important in other situations.
  • Find out what they already know. There are two reasons for this. First, there’s little use in telling them what they already know. Second, prior knowledge serves as the foundation for new knowledge that’s acquired. Hence, you want to link the “training” to what they already know and correct any misconceptions that could interfere with their learning.
  • Present information or demonstrate work methods. This is the point where you deliver the content of the training.
  • Repeat. Repetition enhances understanding and retention.
  • Evaluate learning. Test whether the employee understands the information or can perform the skill.
  • Provide feedback. Let the employee know what they have successfully learned and what they still need to learn.
  • Correct. Show the right answers or methods again.
  • Evaluate performance on the job. Periodically check to see whether the employee is using the knowledge or skills effectively on the job. Gradually increase the interval at which you check. The employee should eventually take responsibility for monitoring their own performance.
  • Reward. Provide praise or other rewards for successful acquisition and use of the knowledge or skill.

The degree of specificity used in instructing staff members can vary. Sometimes managers coach by guiding their staff members through the process of figuring things out for themselves. Middle- and upper-level managers whose reports are other managers and professionals may rely more on monitoring their staffs’ professional development, helping them see opportunities for self-improvement, and encouraging them to continue to progress in their development. In contrast, coaching entry-level employees might involve much more explicit instruction. Nonetheless, the steps listed above fit most managerial coaching situations pretty well.

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Coaching for success is becoming more and more common in the boardrooms of the world. This makes perfect sense. If you look at sports teams, there’s no world-beating side in any sport that doesn’t make use of coaching.

It’s not because their athletes aren’t talented—they are. It’s because a coach can help them see a bigger picture, that of the team, and focus their efforts on what really matters to become great. Businesses need similar assistance to stay at the top of their game.


Executive coaches work with business leaders to enable their rapid development. They also assist with specific problems that a board member, or senior manager, wants to work through outside of the normal business framework. Unlike training, coaching focuses very specifically on the issues that an executive wants to work through. Thus it becomes a speedy way to improve skills and to achieve personal and professional objectives.

The executive coach gives the executive a dispassionate ear and opinion that enables them to set goals and work towards them. The coaching sessions use objective feedback to drive the executive’s thought processes forward through their issues.


There are many uses of executive coaching but the most common reasons for engaging a coach include the following:

  • Onboarding or Transitioning.When a board member or senior manager is promoted, coaching can quickly help them prepare for their new role. It’s also a very useful method for helping someone who is transitioning from one area of responsibility to another at the same level.
  • High Potential. Individuals who are identified as having real talent, can often be coached to accelerate their personal development within an organisation.
  • Organizational Change. Coaching can support transformative business programs to ensure that leadership can keep pace with change.
  • Neutral Party Support. Sometimes the executive will need to run ideas over a sounding board to be better able to articulate them in their own business.
  • Personal Effectiveness Programs.If the executive themselves plays a coaching role, for example in their management position or during 360 degree review processes, coaching can help them develop their own approach.


Executive coaching gives business a way of developing their senior staff in a cost-effective and timely manner. Coaching sessions enable the staff member to concentrate on the issues that are most critical to their performance, without the fluff of lengthy training courses. They allow the director or manager to remain at their post whilst developing, and thus don’t take away from their contribution to the business.

It can be said that executive coaching is one of the most important methods for improving the skills of your leaders and directors. It should be easy to demonstrate clear return on investment for this kind of coaching. And anything that has a positive impact on the bottom line is something that your business should be considering.


Every organization defines talent management differently, yet most people we interviewed recently observed that their organization did not implement it particularly well. No matter how much debate there is about the term ‘talent management’, no matter how many systems are set up, and no matter how long leaders deliberate who’s a high potential and who’s not, this inescapable fact remains: The most important part of talent management is in the hands of the managers themselves — the talent needs coaching.

While some organizations still debate the importance of coaching in performance management, for some organizations, this is a no brainer. A senior manager of employee relations at a California-based biotech firm observed, “Coaching really expands people’s capabilities and therefore the capability of the organization. It’s that link to business results that is often overlooked.” Savvy line leaders have also figured out that the alignment and development of their team members through coaching is essential to their personal success — perhaps even their survival. One manager at a high-tech company in Ireland warned, “Faced with steep growth, if you haven’t developed your team, you get stuck with the work.”

Coaching is great… in theory

Coaching, however, appears to be difficult to do well — or do consistently. Although the large majority of managers like to coach, employees say they would like to receive more coaching. Employees often have to ask for the coaching they do get and, most disappointing, they don’t always benefit from the coaching they receive. Our research indicates that less than 25% of employees who receive regular coaching realize a significant impact on their performance or satisfaction.

What gets in the way of coaching?

Lack of confidence is an obstacle, according to the senior manager of employee relations we spoke to. “Managers get stuck in the rut of thinking that employees prefer to be left alone, and since many don’t feel comfortable with the conversation anyway, they have coaching conversations only if the employee initiates them or only at performance review time.” BlessingWhite’s research confirms that managers feel ill-equipped to coach. When we surveyed leaders of expert employees like software developers, scientists, and engineers, only 46% of respondents rated themselves as extremely or very effective at coaching or developing their people.

Overemphasis on systems to assess and manage the talent in lieu of coaching conversations is another common concern. Talent management tools that identify and catalog skill sets help ensure that the right people are in the right place at the right time to meet business needs. Yet our research indicates that the ‘talent’ doesn’t necessarily want to be ‘managed’ or moved like chess pieces without regard to their career aspirations or personal needs.

What makes a difference in coaching?

Setting expectations and holding managers accountable.

Leaders in HR and the line agree that organizations need to put teeth into their employee development processes. Our interviewee at the biotech firm emphasized, “Executives who evaluate the performance of their direct reports not just on results but also on how well they develop their people, build an expectation for management excellence. Too many managers are tasked with and rewarded for so much individual-contributor work that it is not realistic to expect they will prioritize coaching to the top of their to-do lists.”

Getting up-close and personal.

Many managers mistakenly believe that the role of coaching in performance management should only focus narrowly on work tasks or the organization’s needs. They discuss project timelines, for example, but never ask how employees feel about the work, what obstacles they are facing, and what kind of coaching will help them most. Since every employee is motivated by a unique set of personal values, talents, and goals, one leader cautioned, “In the end it’s down to the quality of personal relationships. Leaders have to know people in the business at more than a superficial level.” That means leaders need to establish unique coaching partnerships with each member of their team.

Engaging leaders at all levels.

Leaders who don’t know where the organization is going or don’t know why they themselves come to work each day won’t have the information, focus, or energy to successfully coach their teams.

When coaching works

UBS Global WM&BB has taken a very proactive approach to developing coaching skills among leaders at all levels. “Our culture is necessarily very results driven, but our senior management recognized the importance of leaders at all levels working to help others succeed if we are to achieve the long-term sustainable growth we want,” explains Anita Bisculm, Executive Director, Learning and Development Center/Leadership and Management Programs. “Some of our managers are really seeing the benefits of taking the time to coach people. One explained to me that he has 12 direct reports and each needs coaching as an individual, but he finds it very fulfilling seeing his people achieve what they set out to do.”

Bisculm’s comments underscore the benefits that can be reaped by committing to a coaching culture. The payoff cuts across individual employees, leaders at all levels, and the organization’s bottom line.

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Business coaching has gone from fad to fundamental. Leaders and organizations have come to understand how valuable it can be, and they’re adding “the ability to coach and develop others” to the ever-growing list of skills they require in all their managers. In theory, this means more employee development, more efficiently conducted. But in reality, few managers know how to make coaching work.

According to the 2010 Executive Coaching Survey, conducted by the Conference Board, 63% of organizations use some form of internal coaching, and half of the rest plan to. Yet coaching is a small part of the job description for most managers. Nearly half spend less than 10% of their time coaching others.

With such limited time devoted to coaching, organizations need to be sure their managers know how to do it right. To improve the quality and impact of your coaching efforts, start by giving your individual managers tangible information about how to coach their direct reports. Typically, managers meet their coaching obligations by giving reviews, holding occasional meetings and offering advice. For coaching to be effective, they need to understand why they are coaching and what specific actions they need to take.

Coaching focuses on helping another person learn in ways that let him or her keep growing afterward. It is based on asking rather than telling, on provoking thought rather than giving directions and on holding a person accountable for his or her goals.

Broadly speaking, the purpose is to increase effectiveness, broaden thinking, identify strengths and development needs and set and achieve challenging goals. Research from the Center for Creative Leadership has boiled down the skills managers need to coach others into five categories:

1) Building the relationship. It’s easier to learn from someone you trust. Coaches must effectively establish boundaries and build trust by being clear about the learning and development objectives they set, showing good judgment, being patient and following through on any promises and agreements they make.

2) Providing assessment. Where are you now and where do you want to go? Helping others to gain self-awareness and insight is a key job for a coach. You provide timely feedback and help clarify the behaviors that an employee would like to change. Assessment often focuses on gaps or inconsistencies, on current performance vs. desired performance, words vs. actions and intention vs. impact.

3) Challenging thinking and assumptions. Thinking about thinking is an important part of the coaching process. Coaches ask open-ended questions, push for alternative solutions to problems and encourage reasonable risk-taking.

4) Supporting and encouraging. As partners in learning, coaches listen carefully, are open to the perspectives of others and allow employees to vent emotions without judgment. They encourage employees to make progress toward their goals, and they recognize their successes.

5) Driving results. What can you show for it? Effective coaching is about achieving goals. The coach helps the employee set meaningful ones and identify specific behaviors or steps for meeting them. The coach helps to clarify milestones or measures of success and holds the employee accountable for them.

You should seed your organization with coaching role models. All managers need some guidance on the whys and hows of coaching, but most organizations can’t afford to train them on a large scale, so the least you can do is make an effort to create a culture of coaching. The key is to create a pool of manager-coaches who can be role models, supporters and sustainers of a coaching mindset.

When you select the right people and invest in their development and position them as coaching advocates, you plant the seeds for expanding coaching well beyond the individual manager-direct report relationship. Your role models demonstrate effective coaching both formally and informally, and they help motivate others to use and improve their own coaching capabilities.

Always link the purpose and results of coaching to the business. Managers have to know the business case for coaching and developing others if they’re to value it and use it effectively. Where is the business headed? What leadership skills are needed to get us there? How should coaches work with direct reports to provide the feedback, information and experiences they need to build those needed skills? Set strategic coaching goals, tactics and measures for the organization as well as including coaching as an individual metric.

Finally, give it time. It’s not surprising that managers feel they don’t have enough time for coaching. Even if you make learning and coaching explicit priorities, time is tight for everyone. But as your coaching processes and goals become more consistent and more highly valued, in-house coaching will take root. Your managers will have a new way to develop and motivate their direct reports. Individuals and groups will strive to build new skills and achieve goals. And your business will be on track to a more efficient, comprehensive system of developing people.


No matter what stage your business is at, a business coach can make you work harder and progress faster than you would on your own. From providing a much-needed ego check to helping expand your network, a business coach can give you both the tools and perspective you need to go from point A to point B.

The following are reasons why you should hire a business coach now!

1. You’ll go outside your comfort zone.

Especially for introverted entrepreneurs who run online businesses, it’s easy to become enmeshed in your own business world. Business coach can help give you the push to step outside your comfort zone, meet new people and try new things in your business. Even extroverted entrepreneurs can get caught in ruts — a business coach will push you out of them.

2. You’ll get personal attention from someone who knows your business inside and out.

We have had a business coach for more than five years. The one aspect that a coach brings, that group sessions or mentors do not, is a keen awareness of your entire business and way of being. There are few times when someone is going to focus just on you for an entire hour, probing you about something that happened last quarter, an employee issue you had three weeks ago or your style of leadership.

3. You’ll finally have someone who isn’t afraid of correcting you.

Every great team has a coach. Think of the best NFL and NBA teams, which all have coaches. A coach is someone who’s not afraid to confront you and tell you when you’re doing something incorrectly. They have a proven method to success and can help you take your business to the next level.

4. You’ll learn how to make your ideas a reality.

Business coaches have one goal: to make your ideas into a reality. Although you may have many brilliant ideas for your company, sometimes it’s hard to know where to start and what to tackle first. Business coaches will evaluate your plans, assess if they are realistic or will be successful and set out a way that you can implement them correctly.

5. You’ll gain a needed confidante.

When you run your own company, it’s often hard to talk to people about your true concerns. Life partners, employees, peers and friends don’t get it for different reasons. At the same time, there’s a lot of noise in your head and around you. A business coach can provide that confidential, quiet space to focus, be a soundboard and problem-solve the priorities and challenges you face.

6. Your networking opportunities will skyrocket.

The more you are involved with successful people, the more you will succeed. Aside from the other great points in this article, networking opportunities skyrocket when your business coach is out being an advocate for you. They know you and how you react in many situations. You will be top of mind in many cases when your coach is out meeting new people.

7. You’ll make more money.

Simply, a good business coach will help you make more money. Every good coach, whether it be sports or business, has a process. Phil Jackson ran the Triangle Offense and won six NBA championships with Michael Jordan. Vince Lombardi won five Super Bowls creating what he called an Execution Strategy, combining spiritual and military discipline. Find your coach. Find your strategy. Then cash in.

8. You’ll develop self-confidence.

The biggest “pro” is confidence. I attribute this to experience. Our coach is 67 years old. He’s lived quite a life, from owning and selling businesses to failed partnerships, lawsuits and billion-dollar acquisitions. You name it, he’s done it. I leverage his failures and successes. He’s helping me achieve my goals, but also making sure I’m prepared for any situation that comes my way.

9. You’ll be held accountable for what really matters.

A business coach can do wonders for busy entrepreneurs. As you run a growing organization, everything gets complex; you get busy and sometimes push off things you know are important. This is where a business coach comes in. You can discuss the vital things you need to accomplish in order to achieve your goals, and your coach will hold you accountable. That alone will make you more effective.

10. You’ll hear unbiased opinions.

One great thing about having a business coach is that he or she knows more about you than your business and will likely have no biases without your industry or company. This provides a great forum for unbiased advice based on your concerns as a leader. Good business coaches can lead founders to “aha!” moments and uncover solutions that people close to the business may overlook.

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