Today’s podcast, “What is Executive Coaching?” includes the audio from a webinar presented by Tony Mayo, The Business Owner’s Executive Coach. Listen to this recording and then join us for Tuesdays with Tony at Twelve, a weekly, free webinar where you can explore powerful executive coaching tools and ask Tony about applying them in your life and career.
Today’s topics covered include:
What is Executive Coaching?
“My own best thinking”
“I now live in a different world, see different things, take different actions.”
Differences between coaching, consulting, mentoring, managing, therapy, training, and just plain friendship.
Basic logistics of what it costs, how much (more…)
What kinds of people does Tony coach? General managers with profit & loss responsibility plus hire & fire authority. Owner-operators of mid-market businesses. Executives who run their organizations with and through a team of managers. Tony’s...
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...
I am going to share with you a useful story about a huge breakthrough in sales effectiveness. My friend told me this story at a critical time in my career. First, some background on how I heard it and why its lessons are so powerful.
I returned to executive coaching full time in 1995 and put my coaching materials on the World Wide Web using CompuServe’s pioneering OurWorld service. My email newsletter was soon being read around the world. I soon received an email from an important coach in South Africa, Pat Grove, who became a valued friend and mentor.
Pat told me that he was in San Francisco in the early 1970s helping to invent coaching at the same time as Werner Erhard (EST), John Hanley (Lifespring), Fernando Flores (Action Technologies), and others. Pat developed and delivered his own training programs in South Africa and Israel for forty years, until his death in January of 2012. I never participated in his group training but I did get tremendous value from our emails and Skype conversations. I am sad that he is gone.
Pat mentioned once that being an effective coach is only possible if one is effective in sales. Simply put, if no one accepts your coaching you are not a coach. Pat, like me, was not a “natural salesman.” We also began our careers with traditional business training. He started as a bank accountant and my first paying job was with a “Big 8” accounting firm. Frustrated and bored, we each decided to try sales and we each failed. The story of my first breakthrough in sales effectiveness is told elsewhere on this blog. Here is Pat’s story, that he shared with me by email in 1996. Pat wrote quickly and informally so I present an edited version here. [My comments are in square brackets.]
No Big Deal
by Pat Grove
I gave up wanting to prove anything and just got the job done.
I chose to be a service agent…
The most important thing I learned was not to sell benefits but to enroll people into taking action on their dreams.
Selling Encyclopedias was at first for me a way to prove to myself, and others, that I was OK. Firstly, my background and experiences and lying about myself to others and to myself was catching up with me. [Pat used the word “lying” in a particular way here. He refers to the pretensions so common in our culture of pretending to “have it all together,” hoping people will think we are more competent and comfortable than we truly feel. This is all an “act” to prevent people from seeing us as we see ourselves.] So I found a system that had the potential to make a lot of money compared to (more…)
Tony and I have known each other 30 years. Over this time, he has repeatedly been a source of insight, clarity and heart. As a venture capitalist, I hired him to run a portfolio company; as an individual and business person, I continue to benefit from his counsel. It is difficult for me to imagine an individual better equipped with which to explore business problems of any ilk or complexity
[Our data on hiring at Google show that] what works well are structured behavioral interviews, where you have a consistent rubric for how you assess people, rather than having each interviewer just make stuff up.
Behavioral interviewing — where you’re not giving someone a hypothetical, but you’re starting with a question like, “Give me an example of a time when you solved an analytically difficult problem.” The interesting thing about the behavioral interview is that when you ask somebody to speak to their own experience, and you drill into that, you get two kinds of information. One is you get to see how they actually interacted in a real-world situation, and the valuable “meta” information you get about the candidate is a sense of what they consider to be difficult.
The Motley Fool: As you well know, Costco has taken some heat on Wall Street for being overly generous to its employees. According to a recent New York Times story, Costco store workers earn an average of around $17 an hour, which is 42% more than employees at Sam’s Club, which is owned by Wal-Mart. You have said Costco’s pay structure makes for good business. Explain.
Costco co-founder & CEO Jim Sinegal: Well, first of all, we have a very low turnover in our company. Our turnover is something in the 20% range, and that is including a lot of seasonal hires that we have both in the summer and at Christmas. After employees have been with us for more than a year, that turnover rate goes below 6%, so we take great pride in the fact that people join us and they stay with us. Our attitude has always been that if you hire good people and provide good wages and good jobs and more than that — if you provide careers — that good things will happen to your company. I think we can say that that has been proved by the quality of people that we have and how they have built our organization.
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