Since 1996, I have led groups and individuals through a powerful goal-setting process with astonishing results: marriages, career changes, doubled incomes, published books, and more.
The two downloads linked from this post include all you need. Use the Specific Measurable Results (SMR) Kitworkbook and podcast to follow the same planning method my executive coaching clients have long employed. Like them, you can create a (more…)
Topics Covered by Tony Mayo’s Speeches & Executive Coaching Accountability Alignment Aphorisms Books, Tony’s & Recommended Business Development CEO Authority Character Coaching Collaboration Communication & Conversation Compassion Concentration...
Executive Coaching Services One-to-one executive coaching: in person, by telephone, or via Internet video worldwide. Plus these options. Speaking, Training, & Books Keynote Speeches Webinars & Workshops Tony’s Amazon Author Page The Courage to Be in...
Tony Mayo Executive Coach for Business Owners and Their Teams What clients say. achieving things I never thought possible investment in Tony will bring you great returns excellent facilitator… consensus on common goal outstanding at probing to find the heart of an...
Entrepreneurship Coach: “No, your problem is trying to do everything yourself. Finding people is your job.”
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One of Sirolli’s current goals is to work with business schools to shift the nature of entrepreneurial education. “Most schools teach entrepreneurs that they must have all the skills—product, marketing, financial management. They reward students for putting together a go-it-alone business plan instead of collaborating or identifying who they need to start a business with. In this way, [the schools] often set their students up for failure.”
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I told [the trainee coach], “There are just two things you should never do. Don’t initiate anything yourself and never try to motivate people.”
The newly anointed [Entrepreneurship Coach] objected that it would be a disaster to rely on locals for ideas, but promised to do “nothing” until given different instructions. Within two months, he had 46 projects under way.
The founder and driving force of “Positive Psychology” has summarized his lifetime of research in this accessible book for the lay reader. Though padded with the usual flab of today’s nonfiction–refutations of criticisms most readers have never encountered, tangential personal anecdotes, and repetition–the substance of his findings are practical and enlivening. Dr. Seligman even summarizes the components of a life well lived in a mnemonic acronym.
Your efforts to lead, manage, and sell often fail because of people’s fears. The fear may be disguised as resistance, indecision, lack of creativity, poor communication or reluctance to take responsibility. You can work on the symptoms forever, but the big rewards come from dealing with the fundamental fears we all share.
We promise according to our hopes and
perform according to our fears.
— La Rochefoucauld
I painted a lot of houses when I was a teenager. Each season, when school let out, I had to force myself up the ladder again. I didn’t look down, I maintained a white knuckle grip, I kept as much of my body in contact with the ladder as possible. The occasional trips across a plank between ladders were performed sitting down with one hand on the wall. Every sway and breeze was a stomach churning calamity. Some say acrophobia isn’t a fear of heights but a fear of falling and hitting, but that wasn’t true for me. I didn’t think about falling. My body just hated being up there. Over the course of a few days I got more accustomed to being on the ladder and by the end of the summer I even made a few trips across the plank standing up. The fear never went away. I just managed it better. The next season it would be back, full force.
Why would anyone do that to themselves? Why did I tolerate so much discomfort? Why would I place myself in situations which brought up so much fear? The reason, ironically, was (more…)
This summary note, based on recent conversations with coaching clients, is useful for any business owner who has grown beyond finding and fixing and is ready for the next stage of development.
Strategic Leadership
Developing people is your primary work product.
Empowering others by holding a space that calls forth excellent performance
Being open to & on the lookout for ways the strategic leader is limiting other people’s development, e.g. rescuing and intervening.
This was a guy in one of their [Men’s Wearhouse] stores in the Northwest who was an exceptional salesperson. But the company’s managers believe in the concept of team selling — they believe in this idea of human development that you always succeed when your colleagues around you succeed, and that you ought to participate in all this training. And this guy said, “I’m not going to do any of this stuff.”
The company’s big measures are the number of transactions and the dollars of sales per transaction. This guy was way above on the number of transactions but not doing very well on dollars per transaction. What that meant was that people would come in the store and he would steal them. Finally, they said to this guy, “We want you to get with the program,” and he wouldn’t.
So they fired him — and guess what? Sales in the store went up 30 percent. His replacement, of course, did not sell as much as he did. But everybody else in the store sold more. In other words, he was bringing everybody else down. And you see this in other organizations where there is one star.
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