Jacob Lapera, Author at Business RadioX ® Page

Tom Sylvester With 2X

July 22, 2021 by Jacob Lapera

Coach The Coach

Tom Sylvester With 2X

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Tom Sylvester with 2X, set a goal to “retire” by 35. He later found out that he actually didn’t want to stop working, but instead desired to create financial freedom that would allow him to design an ideal lifestyle for his family.

After building 3 businesses to make that goal a reality, he shifted his focus to supporting entrepreneurs and business owners to scale their businesses to create time and financial freedom themselves. He does this through a focus on leadership, strategy, and systems.

When not working with business owners, Tom enjoys golfing and playing video games in his custom home theater.

Connect with Tom on Facebook, and LinkedIn.

What You’ll Learn In This Episode

Business Leadership
Systems
Scaling -Building Business To Support Your Life
Financial Independence

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:02] Broadcasting live from the Business RadioX Studios in Atlanta, Georgia, it’s time for Coach the Coach Radio brought to you by the Business RadioX ambassador program, the no cost business development strategy for coaches who want to spend more time serving local business clients and less time selling them. Go to brxambassador.com to learn more. Now here’s your host.

Lee Kantor: [00:00:33] Lee Kantor here, another episode of Coach the Coach Radio, and this is going to be a fun one. Today we have with us Tom Sylvester with 2X. Welcome Tom.

Tom Sylvester: [00:00:42] Hey, thanks, Lee. Great to be here.

Lee Kantor: [00:00:44] Well, I’m excited to learn what you’re up to. Tell us a little bit about 2X. How are you serving, folks?

Tom Sylvester: [00:00:50] Absolutely. So the main thing we look at with two weeks is helping six and seven figure business owners really free themselves from the day or the day of their business, turn it into a consistent machine that is running without them so that they’re free to grow the business and ultimately achieve their personal goals through building the business to meet their needs.

Lee Kantor: [00:01:10] So now, do you specialize in certain industries or is this kind of industry agnostic?

Tom Sylvester: [00:01:16] The methods that we use our industry agnostic, but we find most of our clients are in a fast growing business space. So this could be online business. This could be service based. This could be e-commerce. But anything where the business has the ability to scale up quick when they put the right team systems and strategies in place now.

Lee Kantor: [00:01:35] Have you found that most entrepreneurs are kind of making similar mistakes and it’s just a matter of just them becoming aware of it and putting the systems in place? Or is is every kind of business its own venture?

Tom Sylvester: [00:01:47] Yeah, I mean, that’s the interesting thing. You know, one of the things we talk about all the time is, you know, business is business as business and regardless of the industry or anything else, what it really comes down to is simplifying things down. Most business owners are trying to do too many things at once, really thinking about what is the business have to look like in order to achieve your goals, because we need to make sure that, one, we have clarity on what it is you’re ultimately trying to achieve, both in your personal life and in your business, and then making sure that you structure the business to do that. And very often what most business owners are doing is they’re going after too many things at once. They’re trying to do too many things themselves and they’re not actually thinking like the CEO. So what we need to do is kind of have them take a step back, get clear on where they want to go, and then structure the business so that it can then support them in making that happen.

Lee Kantor: [00:02:36] So now are there things that when the the business owner is talking to you and your team about where they’re at, where they’re frustrated, where they’re struggling, is it are you looking in the similar place every time or is it kind of different for each business?

Tom Sylvester: [00:02:53] Yeah, so we use a similar approach because there’s usually common areas, but then we cater what we end up doing for each business. So what it kind of comes down to is the first thing we’re looking to do with the business is simplify. So most business owners have way too many things going on. So we’re looking at what is the 80-20 and where can we cut or simplify the business so we can focus more on what the value is. Then what we look to do is make sure they have a solid foundation in place and very often business owners are trying to scale without really optimizing. Who are they serving? What is their core offer, making sure they have the right price point and positioning in place. And then we really want to make sure that they’re delivering a great result. So we always start with fulfillment, because if a business is creating raving fans through their product or service, then it’s easy to build the rest of the business around that. But far too often business owners are so focused on just getting new leads that they’re not taking care of their existing customers and falling short of creating raving fans.

Lee Kantor: [00:03:50] So is that really the engine you need in order to help them be successful if they don’t have a kind of a recurring supply of raving fans? And it’s going to be difficult to scale.

Tom Sylvester: [00:04:01] Exactly, because then what ends up happening is you get into these business models where it’s churn and burn. Right? So oftentimes business owners come to us and they say, you know, if I just had more leaves, everything would work. And it’s funny because that comes up so often. But when we look at it, we’re like, well, you know, if you were just creating raving fans, then those people would stay with you longer, pay you more money, refer you to their friends. And that’s a much more sustainable business than always having to go and find new customers.

Lee Kantor: [00:04:30] So now when you’re telling someone that and that’s kind of a harsh truth, right? Because they probably thought they had this figured out and now you’re saying, hey, you know, your baby’s ugly, how do you kind of help them understand that it’s not the end of the world? We can still work with this, but we just got to figure some things out.

Tom Sylvester: [00:04:50] Yeah. You know, what we found is that most business owners, by the time they come and talk to us, they have likely already worked with other coaches or done other programs. And they just feel like something’s not connected, you know, so they already know that something’s kind of missing, which is why they feel like they’re stuck and they haven’t been able to scale their business. So they’re usually aware that there’s something missing. And what we do, we do a pretty thorough audit and analysis of their business, where they’re getting some clarity just through the questions we’re asking. And then we kind of bring it back and say, and here’s what we’re seeing and here’s what we recommend. So it’s definitely a collaborative approach where we’re extracting from them to kind of see what they’re seeing, as well as then showing, hey, after working with hundreds of businesses, here’s the approach we’ve seen and taken. Here’s what we’d recommend for you. So usually it’s less about calling their baby ugly and more about saying, why aren’t you where you want to be? And let’s help you identify a couple those bottlenecks so we can focus on that will get you there.

Lee Kantor: [00:05:46] But say they are struggling with the. Not having raving fans, so they have a base of business, that’s OK, but there may be that base is solid, but they’re not kind of growing that beyond that, how do you like what would be something you would do to help them simplify, to kind of focus in on whatever their secret sources are, their superpower, in order to get it to start scaling?

Tom Sylvester: [00:06:14] Yeah, that’s a great question. So there’s two key frameworks that we utilize for this. The first one, we call it model one, and it’s basically answering the questions, are you selling the right people the right stuff at the right price with the right positioning in a way that can scale? So what we’re going to start doing is looking at each of those categories and often we’ll go back to their top 10 or 20 customers and say, all right, what are the commonalities there? And let’s start really narrowing that down, because there’s usually some small tweaks we can make to either their ideal target audience or their offer or even how their position just to help them stand out and make sure that they’re creating raving fans. So we start with that. And then the second thing we do is what we call the gold mine. And what most business owners don’t realize is that they have already probably created some raving fans. Maybe they’re not all there yet, but they’re sitting on a gold mine with the customers that they’ve worked with in the past. The customers are currently working with. And there’s usually an opportunity to go back to those customers. And if they were raving fans, see what support they need next. And if they weren’t raving fans to learn and understand where that gap was, turn them into raving fans and then see what the next opportunity is. So very often it’s looking at what you’ve already done or what you already have in front of you, and then working on creating those into raving fans before we try to bring new people in.

Lee Kantor: [00:07:36] So now, in your process, are you actually kind of helping or are you just advising in terms of like, OK, let’s identify, OK, they have a hundred customers. A good idea, like you just said, is let’s go and have a real kind of deeper conversation with those hundred customers are 80, the 80, 20, 80 of those customers that are generating the most so that we can see the kind of the good, the bad, the ugly, and how that kind of help them leverage that to kind of duplicate that audience. Are you doing that or are you saying, hey, you should do that? And then here ask each of these people 10, these 10 questions?

Tom Sylvester: [00:08:16] Yeah. So what I would call us is more of an implementation program. So with traditional coaching, the coaches doing a lot of questioning and having the client kind of come up with their own answers, we do a combination of coaching and consulting. So we’re going to help clarify and bring awareness to that business owner of what they need to do. And then we’re going to give them some consulting and training on how to actually do it and then enable them and their team to actually go and do that work. So we wouldn’t be doing these customer interviews in that case. But what we would do is show the CEO or show somebody on their team how to go about that process and point them in the right direction.

Lee Kantor: [00:08:53] So it is a combination of both coaching and consulting.

Tom Sylvester: [00:08:56] Correct. And from my experience kind of living in both of those spaces over the years, I think it always has to be, because if you’re doing just coaching but not consulting, you might raise awareness, but you’re not actually guiding people in the next step. And if you’re doing consulting where you’re telling people but you’re not first doing the coaching in understanding where the opportunity is, you might be pointing them in the wrong direction. So I think the best is when you really combine both of those together.

Lee Kantor: [00:09:22] Now, is your solution best for small teams rather than a solo partner, or can it work for both folks?

Tom Sylvester: [00:09:30] It can work for really any business, but it’s really targeted at the 500 K to five million range, because what we find at that point is the business has initially validated their offer. They likely have a team in place and they’re getting to the point now of where that business owner can’t do everything. So there’s always shifts when you kind of go to different levels in business. So when we tend to work best, when a business owner has a team, is realizing they can’t do everything themselves and they need to really elevate as the CEO and start instead of doing everything in the business, figuring out who can I put in place and what system can I build so that it’s then running without me.

Lee Kantor: [00:10:12] So these folks have already kind of got that escape velocity and they’re just kind of frustrated or they plateaued.

Tom Sylvester: [00:10:21] Yep, yep, basically.

Lee Kantor: [00:10:23] So now for you, what’s the most rewarding part of the job?

Tom Sylvester: [00:10:27] Yeah, you know, I think it’s allowing business owners to see that they don’t have to be a slave to their business. So my quick back story is I started out as a software developer and I realized I didn’t want to work for the next forty five years. And so I set a goal to quote unquote retire by 35. And it was a big challenge to get my wife on board. And then as we became parents, to make the business work while not sacrificing life. And so once my wife and I both quit our jobs, what we found was that we were really good at building businesses that didn’t require us. But when we started talking to a lot of our friends, we saw that they were working a lot more in their business than they were even at a job and often making a lot less. So I actually never planned to be a coach, but I was then called to basically say, hey, we’re really good at being able to build the businesses that don’t require us. And I see this is such a challenge out there. And especially with covid coming up the last year, being able to help business owners not only grow their business and free up their time, but then the ripple effect from that, because that helps them. It helps their families and helps their team. It helps their customers. And that impact across the board really is what is going to get us out of covid and help with the economy. So the ripple effect that can happen just by helping one business owner is huge.

Lee Kantor: [00:11:44] Now, do you find that you’re you’re attracting emerging franchises or is this kind of the person that has their own business and maybe they have different kind of locations? But it’s not necessarily a franchise because we do a show where we talk to a lot of franchise owners and it sounds like you’re attacking some of the same challenges that they might have as they grow their franchise.

Tom Sylvester: [00:12:08] Yeah, I would say at this point, the primarily are the majority of our clients are individuals that are growing their business. But it’s been interesting because we’ve worked with a couple of franchise owners. And to your point, it’s a lot of the same things because what we tell any business we work with is we actually want to set you up kind of like a franchise or. Right. So we want to make sure that you’re building the blueprint in the model for this business. And then part of the way for you to scale up is to be able to replicate that, whether it’s with more locations or more team members or whatever. So we’ve actually found, like I said, at the end of the day, business is business as business. And what we’re looking to do is to build that blueprint that will work for them as they scale.

Lee Kantor: [00:12:45] So if somebody wants to learn more and tap into your expertize or have somebody, someone on your team give them a call or maybe consult with them, what is the best way to get a hold of you? What’s website?

Tom Sylvester: [00:13:00] Absolutely, so our core Web site is to export SEO, but we actually have a free audio book for anyone that’s interested called From Six to Seven Figures, and that really walks through a lot of the basic strategies that we take business owners through so people can find that at six to seven book dotcom.

Lee Kantor: [00:13:19] Good stuff. Well, congratulations on all the success. You’re doing important work and we appreciate you.

Tom Sylvester: [00:13:25] Absolutely. Thank you.

Lee Kantor: [00:13:26] All right. This is Lee Kantor. We wish you all next time on Coach the Coach radio.

Ronny Shumaker With Intelligent Leadership Executive Coaching

July 21, 2021 by Jacob Lapera

Coach The Coach

Ronny Shumaker With Intelligent Leadership Executive Coaching

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Ronny Shumaker, CEO of Coach Shu, Inc., is a master certified executive leadership coach as well as an experienced operational and management leader who partners with executives to enhance their leadership skills and increase their businesses operational efficiencies.

Ronny’s forty years of experience in business leadership and management has enabled him to establish a proven record of successfully implementing new and enhancing established leadership and operational strategies. Ronny brings valuable experience applicable to the total picture of successful leadership, client satisfaction and operational processes. He has served in a variety of leadership roles ranging from Controller to Executive Director, as well as the Chief Operating Officer.

After spending over two decades in the healthcare operational area, with a majority of that time spent in physician practice operations and management, Ronny brings valued experience applicable to the total picture of physician practice leadership and operations. His tenure in healthcare has provided him with opportunities to cultivate professional relationships in the healthcare hierarchy, as well as with key city leaders and governmental officials.

Ronny has an MBA, with a concentration in Management, Innovation and Change, as well as a bachelor’s degree in accounting. He has been privileged to serve on several professional and non-profit boards of directors.

He is the proud father of four children and grandfather of seven.

Connect with Ronny on Facebook, LinkedIn, and Twitter.

What You’ll Learn In This Episode

Executive leadership coaching
Work place culture
Post pandemic changes in leadership & culture

This transcript is machine transcribed by Sonix

TRANSCRIPT

Lee Kantor: [00:00:33] Lee Kantor here, another episode of Coach the Coach Radio, and this is going to be a good one. Today we have with us Ronny Shoemaker with Coach Shu Incorporated. Welcome, Ronny.

Ronny Shumaker: [00:00:44] Thank you very much, Lee. I’m excited to be here.

Lee Kantor: [00:00:46] Well, I am excited to learn what you’re up to. I am a big fan of leadership coaching, and I think it’s so important in today’s world. Tell us about your practice. How are you serving folks?

Ronny Shumaker: [00:00:57] Yeah, again, great question. So I’m in I’m in Dayton, Ohio, the great Midwest, and I am a franchisee and a coach with intelligent leadership. Executive coaching is the main thing that I do through my corporation of coach. So I am providing leadership training to executives from the C Suite down to emerging leaders.

Lee Kantor: [00:01:17] So how did you get into this line of work? What’s your back story?

Ronny Shumaker: [00:01:21] So I’ve got 40 years in leadership, the last 21 or 22 years in health care administration leadership. I started in health care in ninety. Is that as a chief financial officer, worked my way up as a CEO of a hospital, a physician owned surgical hospital here in my hometown in Ohio and have served in many roles CEO, CFO, CEO and health care over the last 20 some years, working with a lot of a lot of physicians and leaders in hospitals and physician practices.

Lee Kantor: [00:01:50] So let’s talk a little bit in a macro level about leadership in general. Do you find that leaders are born or they made? What’s your take on that?

Ronny Shumaker: [00:02:00] I think leaders are born with some with some God given ability, but they’re made through trial and error. They’re made through working with coaches. They’re made with working with their staff and other leaders to get feedback on their strengths and their gaps and their weaknesses. So it’s a little bit of both. I think we have the ability we just need some help. A lot of times leaders do. And taking that ability and using it better, using the strengths to it to experience a better leadership role for them and their staffs.

Lee Kantor: [00:02:30] Now, do you feel that if you took a random person, you’d be able to help them become a better leader? I’m not saying they’d be the greatest leader of all time, but they would just kind of maximize their abilities.

Ronny Shumaker: [00:02:42] Absolutely. I think everybody has some type of leadership ability within them and their inner core. We like to refer to it ILEC and as a coach, I have the the the assessments and the tools and the training and the ability to have them look in a vulnerable type of state inside and highlight through different tools and assessments of what their leadership abilities are. Again, they need to be vulnerable and then take those those strengths that we identify and put together a development plan and an individual leadership development plan to to highlight and strengthen those leadership skills that we have inside. So, yeah, I think everybody’s got leadership skills, some more than others. Some want to exhibit them and explore and more than others. And that comes with your personality. But I think we all go we all have some type of leadership abilities.

Lee Kantor: [00:03:32] Now, when you’re working with an organization, are you sometimes tasked with, hey, fix bill when Bill may not think there’s anything wrong with him?

Ronny Shumaker: [00:03:43] Yeah, I don’t I don’t like the terminology of fixing. I don’t think as a coach, we want to take on the responsibility of fixing somebody. What we what I do as a coach is, is work with the client, both asking the client to be vulnerable and me as a coach to be vulnerable with my experience and identify, again, those inner core strengths that they’ve got, get feedback from their staff, from their stakeholders, and figure out a way not to necessarily, as you say, fix the leader, but identify ways to make them a better and stronger leader.

Lee Kantor: [00:04:19] Now, you use the word vulnerable several times, I’m sure that’s not by accident, in order for this to be effective or coaching, I guess in any situation to be effective, it takes some level of self-awareness and humbleness and openness and kind of, you know, the person you’re working with raising their hand to say that I want to change. How do you kind of assess whether the person is saying, you know, they they want to change, but really meaning they want to change,

Ronny Shumaker: [00:04:50] Know vulnerabilities key for the client and and for me as a coach through just building a personal relationship, I spent a lot of time before really even dove into the actual coaching journey of forming a relationship with the with the potential client, making sure they understand that this is a journey is not a quick fix. And for it to be successful, they have to be vulnerable. We get feedback. We get feedback from many stakeholders during this journey, whether it’s their coworkers, whether it’s the people that report to them, whether it’s the people that they report to. And we get honest feedback from from those folks. So what I urge them is we’re going to find out one way or the other. And when we ask for positive and negative feedback that they need to be receptive enough to hear it, because everybody should be on the same page of making this leader a better leader and not as a personal attack and as a coach, I’m vulnerable as well. I let them know my failures as a business person, what I’ve learned and share with them any any of the any of the failures and the successes that I’ve experienced as a leader as well.

Lee Kantor: [00:06:03] Now, tell me about a little bit back onto your journey, having as much experience as you had at the executive leadership level. Why was it, a, why did you choose to go the franchisee route rather than just kind of Romney’s own consultancy route?

Ronny Shumaker: [00:06:20] Well, what ILEC brings to the table is a proven set of tools and assessments and training, part of what I like about the franchises in any way and coaching. There was a there was an arts and a science to it. So the franchise provides the science part of it and I provide the art part of it. I provide my personality, my story, my background, but I have a set of proven set of tools through assessment’s development plans, core purpose exercises that allow me to use a proven set of tools proven over 12000 individual leaders over over the the entire world that we that we’ve studied over the last 10 to 20 years. So I’m using those tools. So that’s why I went to franchise. If I went out on my own, I would be having to redevelop or recreate the wheel. And I didn’t feel like there was a need for me to recreate something that was already successfully proven.

Lee Kantor: [00:07:13] Now, when you went out on your own, did you immediately go into franchising or did you give it a go as an independent?

Ronny Shumaker: [00:07:21] No, I went I went straight into straight into franchising about 13 months ago.

Lee Kantor: [00:07:26] Wow. So then this was kind of part of your roadmap when you were figuring out what your next stage would be, was to kind of join this team?

Ronny Shumaker: [00:07:34] Well, when I was when I was 50 years old, I decided that it was 10 years later when I turned 60. I wanted to be working for myself. I turned sixty three days prior to signing my franchise agreement last summer. I did not know at that time if I wanted to go out strictly on my own or be a franchisee and improvement company through some discovery process and working with some business coaches. This opportunity, along with a couple of other opportunities, were presented to me and I felt like with my background, my desire. I’ve mentored a lot of a lot of young business people in my career. I’ve spoken to leadership and management to a lot of different professional organizations. So I have this is a perfect example, perfect time. And with covid in many other jobs not out there because of the covid pandemic and people’s budgets being tighter, I just thought it was a perfect time to jump in feet first in the franchise world and be able to again to use the arts of who I am and my background to do executive coaching.

Lee Kantor: [00:08:37] Now, a lot of your background was in health care. Is that where you’re spending your time coaching now? Are you kind of industry agnostic at this point?

Ronny Shumaker: [00:08:44] Well, I can be industry agnostic, but I am focusing on my contacts in the health care world and in the nonprofit world, in my in my community and not just in Midwest of Ohio, but all over Indiana, Kentucky. I have connections in Tennessee. I’m working with North Carolina and with our with our franchise. We had 12 coaches throughout the country. So we rely on each other’s input in working together. So health care nonprofit is my focal point, but it’s not my only focus.

Lee Kantor: [00:09:15] So what is the challenges that your potential clients? Are having where you’re a good fit to help them get through the whatever that challenge is or maybe take their business to a new level.

Ronny Shumaker: [00:09:29] So, you know, the pandemic covid is present a lot of challenges that 15 months ago nobody even knew was coming, let alone be prepared. Some of my clients I’m working with now, one is an emerging leader whose company is owns a another other types of franchise franchise companies, and they’re expanding. And they want this individual to get some leadership training so that she will be better prepared to deal with the expansion in their business. More locations working with a physician who hire a new a new manager that needed some leadership training on not on the health care side itself. As far as the billing and what comes in running a practice, but working with people, working with the staff, working with the physician. And so that’s that’s what we’re looking at, is it’s a new world out here with post covid people aren’t going back to work in the health care in the health care arena. There’s a lot of now telehealth medicine. So there’s different leadership skills needed and communication skills needed when you’re talking to a patient over a Zoome call versus seeing them face to face in the exam room. So just helping that leader have a sounding board and myself having somebody with 20 plus years in health care look at new and different ways. My my master’s degree is in management, innovation and change. So I think with my experience, my education, I can help leaders of today look at the changes that have been forced on them through covid and look at have them look at a different ways to attack, maybe the same problems with looking at it a different way.

Lee Kantor: [00:11:05] Now, I would imagine, like you mentioned, that since the world has kind of gone remote and is accepting of this new kind of remote communications and remote interactions with their service providers, that it’s a challenge for a lot of folks to maintain that culture that they had previously when everybody was in the same location. And they can see people and shake their hand and hug them and and interact with them face to face. How do you help your clients kind of maintain a culture? I’m sure it has to be tweaked a little bit. It can’t be the same exact culture. But I would imagine the big why in the mission can’t really change that much. But maybe the execution on how they interact and communicate has to be adjusted.

Ronny Shumaker: [00:11:53] Like the change in culture right now is probably our biggest opportunity because it’s the biggest challenge because of what I have friends that work work in the health care world on the insurance side, who went home in March of last year to start working from home and have been told they may come back in January of twenty twenty two, they may not come back at all. And this is a large, large insurance company, the the, the relationship building. A lot of them, if you’ve already got those relationships pre covered, a little bit easier to maintain, especially as the world’s loosening up a little bit with some of the some of the constraints we had. It’s really tough when you hire a new person, you’ve never met them in person. So what I tell my leaders that I’m working with my managers is they’ve got to be able to spend some time, whether it’s on the phone or on the Xoom or teams or whatever, and asking personal questions about that employee and their family, not just about what can you bring to me to make to make you a good employee.

Ronny Shumaker: [00:12:51] But what can we do to form this relationship? Because people strive and yearn for that opportunity to walk down the hallway, like you say, with a cup of coffee and drop it a coworkers office and say, hey, let’s talk about this little problem I got. You’ve got to create that personal relationship, at least in my belief. You’ve got to create that personal relationship first and foremost, so that your staff, whether it’s a coworker or somebody that report to you, is willing to be vulnerable and open up and say, here’s the problem I’m having. So we need to be able to use technology the best we can and look for opportunities to get together face to face, whether it’s at a coffee shop, whether it’s meeting them. And literally, I’ve had people meet in the parking lot of the grocery store because they ran into one another and they’re an hour later talking about what they’ve had to deal with at work. So it is a challenge. But again, it’s it’s looking at different ways of doing things in a different, different world that we’re in now.

Lee Kantor: [00:13:44] And it’s like you said, it’s got to be done kind of intentionally and proactively. This is not something like I believe culture is something that’s going to happen whether you work on it or not. There’s going to be a culture. So you might as well create some intention behind it in some way and be mindful about how this is going to play out and carve out specific times where people can interact in this kind of a more casual way that maybe historically that wasn’t the case in LA.

Ronny Shumaker: [00:14:12] You’re 100 percent right. Every workplace has a culture, whether it’s good or bad, they have a culture. And the leaders, in my opinion, the leaders, are the ones that are responsible for setting the path to create a good culture. So for a leader to, like you say, to be in. It’s easy to be intentional if you can walk down the hallway, it’s a whole lot more difficult to be intentional in today’s world. So they do have to set out time. They do have to carve out time in their schedule and ask their staff to carve out time because you just can’t drop in and have that conversation like it used to be. So, again, to me, all the responsibility is on the leader and the leadership team to create the culture that wants people to continue to to come to work on a daily basis, even if coming to work is walking from their kitchen to their office in their condo, like I’m doing today and talking with somebody on the phone.

Lee Kantor: [00:15:03] Now, when you’re working with a leader about this. Is this something that’s like an aha moment for them that they’re like, well, look, I got a million things on my plate. This is now just one more thing that I got to deal with, or is this something that they’re like, OK, I know this is important. I got to really lean into this in order to really grow my company and really serve my people.

Ronny Shumaker: [00:15:24] It’s not an overnight it’s not a quick fix. It’s not a is not a they may they may realize. They may get a hint or an indication that it’s important, but it’s a process of, again, being vulnerable, having conversations with their coworkers and with the people that the stakeholders that they report to and then setting a plan or a process in place, developing a plan to identify the new hurdles we have in today’s workplace and get feedback on how how this works best. One of my management styles is if I’ve got 10 people that report to me, it’s important for me to understand how those 10 individuals are wired, how they communicate, how they work, and then for me to react accordingly based on who I’m talking to. So if I got an employee that works best at eight o’clock in the morning, I want to be on the phone with that employee at eight o’clock in the morning. Whether I work best a date or a o’clock or not, which I do, I work better at 6:00 AM than I do at 6:00 p.m. So it’s the effort that the leader must take to make themself accessible and vulnerable to their staff as well.

Lee Kantor: [00:16:33] Well, Ronnie, what has been the most rewarding part of this adventure, this new chapter in your career thus far?

Ronny Shumaker: [00:16:43] Seeing a successful singer, successful journey, working with clients and learning more about him, I’ve had a couple of clients that already had a personal relationship with I’ve had clients that I did not know prior to and seeing success, seeing them come back to me when I meet with them on a weekly or every other week basis and say, you know what? This worked. And I felt I felt a win. A small win is better than no win at all. And I can walk out of out of that meeting no matter where it’s at. Confident that what I was able to bring to the table to help them was successful because it’s all about helping each other. It’s all about forming those relationships and having them be successful. I mentored a number of young business people to see where they’re staying. And I have one that I can think of to see where he’s at now eight years later is not because necessarily what I’ve done, but because he opened himself up to input from a lot of different people in our community. That’s what makes me happy and makes me want to continue doing what I’m doing now.

Lee Kantor: [00:17:43] Any advice for other people that were maybe going through that transition that you went through, working for a large corporate entity and now kind of carving your own path? Any advice for them on how to kind of smooth that learning curve?

Ronny Shumaker: [00:17:58] Yeah, be vulnerable and ask a lot of questions. When I went into this, I reached out to a number of other franchise owners, but not in coaching, but in different, different industries. I reached out to people that I worked with in the health care industry that I that I respected their input and I asked him for in my family and I asked him for honest input on what they thought if I if I could be successful doing this. So anybody that is in health care, there’s a lot of there’s a lot of coaches out there. We all can differentiate ourselves from one another, ask for honest feedback before you make before you dove in feet first. And that’s what I would suggest, is not everybody is necessarily cut out to be a coach. And you may think you are. And I think you need honest input from those people around you that know you personally and professionally. Ask for their honest feedback before you make that decision.

Lee Kantor: [00:18:53] Well, congratulations on all the success. If somebody wants to connect with you and maybe have a conversation, what is the best way to do that?

Ronny Shumaker: [00:19:03] So you can reach me through my website, which is Ronnie Shoemaker Dotcom. Or you can reach me. You can you can reach me on my cell phone, which is nine three seven nine to five five zero zero five. Either way, I’ll be glad to take your call. You can reach me through an email, through my website. So that’s probably the best. The best two ways.

Lee Kantor: [00:19:24] And that’s R.O.. And then why S.H. you may KSR dot com.

Ronny Shumaker: [00:19:29] Absolutely.

Lee Kantor: [00:19:30] Well, thank you again for sharing your story. You’re doing important work and we appreciate you, Leigh.

Ronny Shumaker: [00:19:35] I appreciate the opportunity to be speaking with you today.

Lee Kantor: [00:19:37] All right. This is Lee Kantor. We’ll see you next time on Coach the Coach Radio.

Jeff Martin With Company Growth Academy

July 19, 2021 by Jacob Lapera

Coach The Coach

Jeff Martin With Company Growth Academy

00:00 /

Jeff Martin is the Founder of Company Growth Academy.

After seeing so many people struggle because their businesses required them to be there, he knew he had to do something. Jeff began installing systems that reduce the dependency on the owners and help them move from Service Providers to Confident Entrepreneurs.

After spending 30 years of developing systems and creating efficiencies Jeff is helping free the owners up to explore ideas, entertain opportunities, and even take time off.

Connect with Jeff on Facebook, and LinkedIn.

What You’ll Learn In This Episode

Start enjoying true business freedom

This transcript is machine transcribed by Sonix

TRANSCRIPT

Lee Kantor: [00:00:33] Lee Kantor here, another episode of Coach the Coach Radio, and this is going to be a good one. Today we have with us Jeff Martin with Company Growth Academy. Welcome, Jeff.

Jeff Martin: [00:00:43] Hey, thanks for having me.

Lee Kantor: [00:00:44] Well, I’m excited to learn what you’re up to. Tell us a little bit about Company Growth Academy, how you serve seven folks.

Jeff Martin: [00:00:50] Yeah, well, for the most part, it’s about introducing frameworks or systems into your business that create enough efficiency, that it frees the owner up to do what they really want to do. And most often that’s, you know, spending time with family or growing their company through different means. So it’s really about giving these owners freedom to do the things they want to do.

Lee Kantor: [00:01:18] But you built it around kind of creating systems and processes that are replicable. That can be you know, I don’t want to say set it and forget it, but it can at least give you a framework to run your business and the day to day basis.

Jeff Martin: [00:01:30] That’s right. And, you know, I believe that the simpler the better, because, you know, if you have employees, they have to get around this. And if you put something in your business that’s too complicated, it’s not going to go well. So simple is not always easy, but simple frameworks that when all coupled together give you an operating system that provides freedom.

Lee Kantor: [00:01:56] And then if you do it right, your life becomes a lot easier and a lot less stressful.

Jeff Martin: [00:02:02] Yeah, no doubt about it. And again, it’s to me, we go into business for particular reasons. Most often it’s to have freedom, business decision, freedom, geographical freedom, financial freedom. What we lose, though, is time, freedom and opportunity, freedom. And so you take a typical service provider. They are the service. And so it makes perfect sense that when they start their business out, most of their systems are are revolved around them. And so they’re their employees and their customers really become overly reliant on them being there. And so it really takes away from the time and opportunity for you to you need to grow your company.

Lee Kantor: [00:02:53] Yeah, I mean, you’re talking my language. I am a big proponent of systems and processes, and it’s something that can be game changing if you really invest the time and do the kind of work up front to really put those in place. I am with you 100 percent. Now, talk about your back story. How did you kind of arrive at that kind of conclusion that teaching people how to implement systems are the way for growth?

Jeff Martin: [00:03:22] If I’m being perfectly honest, it’s because I got trapped in in a business outside of four years in the military, I’ve been 100 percent sole proprietor, business operator and entrepreneur. I I basically grew a company so fast and got so I didn’t have a healthy position, you know, you want to be on top of the company and controlling it, but when the company takes control of you and every decision you make, it really takes away from the power that you can you can have. And so I was able to regain my control and came back some freedom by implementing systems and frameworks and basically fighting and struggling. So so to tell you, it’s because I it happened to me and I broke through it.

Lee Kantor: [00:04:23] So you were struggling and then you almost had to put these systems in place. Are your business, which is kind of run run you over? Pretty much,

Jeff Martin: [00:04:32] Yeah, 100 percent. You know, and it was a really good thing because my company was growing so quickly. It just it just had control of every decision I made, every thing. And, you know, you probably heard this a thousand times. You might be at a party or you might be at a baseball game with your kids, but your minds are back at the office and there’s there’s just nothing worse now.

Lee Kantor: [00:04:59] So you come to this conclusion like I mean. Well, first of all, let me step back a little. You were fortunate enough to have a business that was growing rapidly. I mean, a lot of people think that. What are you complaining about? That’s what we’re all trying to do. But that is kind of a double edged sword. I mean, it can overwhelm you and it can really be destructive if it isn’t managed. Right. So people wishing for lots of business can quickly, if they don’t have the systems in place, be overrun by it and it can turn negative pretty quickly.

Jeff Martin: [00:05:28] Yeah. And I don’t want to get too negative myself, but growth doesn’t necessarily mean profit. And so what I’m about is growing a profitable business and one that you can sustain that growth. You know, as long as you’re in the gate,

Lee Kantor: [00:05:45] So now so you have this kind of moment of reflection and say, hey, I got to get this under control. Did you just start breaking things down into systems like at some point you were trying to, I’m sure, fire yourself from certain jobs?

Jeff Martin: [00:05:59] Yeah, and that’s exactly what I had to do. Again, I talk about my typical client, their service providers, and so you could be a plumber, you could be a chiropractor, a flight instructor. My customers, they are the service. And like I said, it makes sense when you’re starting out. Just think of the plumber, you know? He’s a one man show until he brings somebody in to answer the phone and then his dream is to get multiple trucks. Well, I mean, it’s really hard to do it when you are working in the business. You have to rely on other folks. And so as that growth happens, most of the time they’re creating systems on the fly. You know that they’re creating systems. The worst part about it is they’re all in their head. They’re all in the owner’s head. Right. And so documentation is wildly important, but ensuring that you have a really simple system or process or framework that other people can follow. That is that is the only thing that’s really going to help remove you or transition you from the role of service provider to an entrepreneur who has the freedom to go out and do the things they want, like stop passing up opportunities to start. Looking at ideas and fleshing them out to see if they might make sense, rather to have another location or whatever and maybe even take a vacation, you know, and spend time with your family, it’s there’s there’s nothing worse than being away and thinking your whole business is about to fall apart.

Lee Kantor: [00:07:47] Right. And that’s a clue that you really don’t have a business. You have a job if that’s the case

Jeff Martin: [00:07:52] In a bad job.

Lee Kantor: [00:07:54] Now, what we do here, and I don’t know how you feel about this is the rule is if you do something twice, then write it down. It goes in the manual.

Jeff Martin: [00:08:03] I love it. It sounds great

Lee Kantor: [00:08:05] Because that’s what we find is that we end up doing the same task over and over, like it’s the first time we’ve ever done this. And if you just write it down, then you have a chance to even write it down poorly. You have a chance to delegate it to somebody else.

Jeff Martin: [00:08:19] I love that I make still that formula is absolutely.

Lee Kantor: [00:08:24] But so that’s the mentality, though, to be thinking, right, that everything should go into some sort of a manual of some kind, whether it’s digital or an actual, you know, pieces of paper. But you want to get some of these systems down on some form so that you can hand it to somebody else to give them at least a running start when they start.

Jeff Martin: [00:08:43] That’s right. You know, I already have ready-Made frameworks that that when you plug them into your system, it allows you to begin to operate and to pull back from that that service provider role. And it gives you tools to train your folks so they can repeat and and replicate what what you’re doing. And so I but but you’re 100 percent right. Even writing it down badly or writing a checklist. And truly, I don’t care if it’s a checklist or a video of the step by step process, but the thing you want to avoid if you don’t I was a franchisor at one point in my life, and that’s the business that I talked about that grew so quickly. So with a franchise model, you have to have standard operating procedures or, you know, operations manual. The challenge is getting people to follow them, you know, because if you don’t if it’s not one to done and if, you know, the last thing is to lock up and turn the lights off, trust me, one day, if you don’t have it documented, you’re going to drive by and the lights are going to be on. Right. And so you just you just have to document. Well, so I love that you all do that.

Lee Kantor: [00:10:00] So now walk me through kind of what an engagement with your firm looks like. What is my struggle? Am I sound like I’m a service provider? I’m a solo partner? First, I would imagine. And I’m just so I’m getting too busy. And it’s one of those a lot of solar panels or suffer from feast or famine. You know, when I got a job, I’m working on the job, so I’m not marketing. And when I don’t have a job now I’m marketing and I don’t because I don’t have a job. So it’s you know, I’m either on water, I’m on a higher or low, depending on, you know, the time of the month.

Jeff Martin: [00:10:32] You’re right. So the first part, like like anybody would say the first part of a cure is if you have a problem with business owners are sometimes control freaks, we want to do it our way because that’s the proven way. And we prove to ourselves that we like that. So you first have to seek help once you reach out to me. What I would do is I would sit down with you and do a business assessment. It generally takes about two hours, but it’s designed to get to know you. I think it’s fair that you should get to know me and, you know, a prospect would get to know me and how I might be able to help him. And then then I go into a real structured interview where I look at the separate parts of your business to find out what systems you have in place and to see what’s working. We didn’t look at see what’s what’s where we have room to improve. And then we look and I create a roadmap for you and a 90 day execution roadmap. What I like to do, Leigh, is is work in 90 day cycles.

Jeff Martin: [00:11:39] And so we’ll put our heads down and we’ll start implementing, you know, one or two or three frameworks depending on what we get done in 90 days. Then we come up for air and look at what we need to do next. Celebrate victories, continually improving things, and then, you know, could put our head down and get to work again. And so that’s that’s how it is. I am I’m there’s some teaching that goes on to teach the frameworks. There’s some coaching that will always be going on to ensure that you’re on the right track and then sometimes facilitating. Sometimes I’ll work with my customers, clients. One of the things that I found out early on, because I had a great desire to work with the owner, the owner himself or herself. And I found that oftentimes the way to help the owner most is to help bring up the team and grow the team, and that really does help them, you know, make that transition to a confident entrepreneur with with time to do what they need to do.

Lee Kantor: [00:12:47] So now. So when they’re working with you, are they working with you one on one, or is it a group format? Like what is the engagement look like from the customer standpoint?

Jeff Martin: [00:12:58] Both. You know, I say it’s one on one, but what I mean is one me two one you is the business, you know. So I will work with the owner, I will work with the leadership management team or I’ll work with the different departments. I’ll go in and work with somebody, the sales department and the sales team. I’ll work with the marketing team. So where are we where we have an opportunity to improve something? Typically will will add in a framework and then will we’ll teach that will coach it and we’ll make it happen. So one of my engagements might be a one to one coaching session with a client face to face or bazoo. Another session might be a small workshop where I bring in the whole company or a different department and we do a, you know, two hour workshop to get something installed. And then I work it with small groups and either either I have several business owners or I’ll have their team and work as a small group only. So it’s the same. Product, if you will, service providing the frameworks and coaching them through it, but I offer different mediums to to make it happen. I just want to see you grow and free up the owner to do what they really, truly want to do and need to do for the company.

Lee Kantor: [00:14:24] Now, can you share a story where you were working with somebody and maybe share what don’t name the name, but the pain they were going through and how then they started working with you and how you were able to help them get to the next level?

Jeff Martin: [00:14:35] Yeah, sure. I have a a client. I can tell you tell you several I’m thinking about which wanted to talk about. I have a client though, that is who owns physical therapy clinics. He started out as a solo partner and started in that growth phase. After several years, he realized, I have to back out a little bit, but I just don’t know how to do it. And so he began, you know, replacing himself, if you will. Today he has four locations in our area. He’s in a leadership role rather than the day to day operations. He still does day to day, but he’s got it in a situation now where each one of his physical therapy locations has a clinic director. They’re fully staffed and he does some oversight. He does some coaching. He does leadership. So what’s funny is, you know, I’ve I’ve been coaching for 30 years in every business I’ve ever owned. It’s so nice to see these owners really become coaches and leaders rather than service providers.

Lee Kantor: [00:15:53] Yeah, I’ll tell you, and I’ve talked to a lot of coaches doing this show, the coaches seem to get more kind of joy and satisfaction from their client’s success than even from them getting another client.

Jeff Martin: [00:16:06] It’s so true. In fact, rather than market, I would rather work with somebody, you know, so we coaches can find it’s feast or famine sometimes, too. We may have this influx of clients and we start working with them and then we forget the market for a little while. It’s because we love coaching, you know, and seeing success of our clients. And so maybe that’s a lesson there.

Lee Kantor: [00:16:32] I think it is. Well, Jeff, congratulations on all the success and thank you so much for sharing your story today. Is there a website people can go to to learn more, connect with you again on your calendar?

Jeff Martin: [00:16:43] Yeah, sure. Thank you. Go to Company Growth Academy Dotcom or just visit with Jeff Dotcom. Visit with Jeff Dotcom.

Lee Kantor: [00:16:54] Good stuff. Well, thank you again for sharing your story. Jeff, you’re doing important work and we appreciate you, Lee.

Jeff Martin: [00:16:59] Thanks for having me. I sure have had fun.

Lee Kantor: [00:17:01] All right. This is Lee Kantor. We’ll see next time on Coach the Coach Radio.

Business Coach John Whitt

July 16, 2021 by Jacob Lapera

Coach The Coach

Business Coach John Whitt

00:00 /

John Whitt is a “Rapid Growth” Business Transformation Coach, Author, and Keynote speaker. He is the founder of Business Whitt.

John’s clients are Entrepreneurs, Small Business Owners, and Leaders that are looking to scale and create improved results using a simple, easy-to-use customizable template for Strategy, Planning, and Communication.

John has been working alongside business owners and leaders to improve performance and profitability since 2010. He serves clients 1 on 1, in groups sessions, and online training programs. Work smarter not harder to make the right moves for achieving your goals and objectives.

Connect with John on Facebook, and LinkedIn.

What You’ll Learn In This Episode

Post Pandemic staffing
Current pay rates and salaries aren’t as key a motivator compared to pre-pandemic conditions
Non-financial compensation strategies for hiring and staffing
Strategy for effectively engaging and recruiting talented staff for small businesses

This transcript is machine transcribed by Sonix

TRANSCRIPT

Lee Kantor: [00:00:33] Lee Kantor here, another episode of Coach the Coach Radio, and this is going to be a fun one. Today we have with us John Whitt with Business Whitt. Welcome, John.

John Whitt: [00:00:43] Thank you. Glad to be here.

Lee Kantor: [00:00:44] Well, I’m excited to learn what you’re up to. Tell us a little bit about business with how you serve in folks.

John Whitt: [00:00:50] Well, I’ve been in the small business coaching space for going on 11 years. I started my practice in 2010 and I’ve done all kinds of things from executive coaching to startups to businesses that are just trying to figure out how to scale, how to get to the how to get to the next level. And it’s just it’s an incredibly rewarding career. I spent 30 years in multibillion dollar corporate before this. And while I was able to do a lot of neat things, the amount of satisfaction, job satisfaction, employee career satisfaction just isn’t nearly the same as the coaching space.

Lee Kantor: [00:01:30] So now talk about that transition when you were in corporate to kind of being an entrepreneur yourself, was that a difficult transition for you?

John Whitt: [00:01:38] That’s a yes and no answer to my original thought was to bring sort of big business building tools to small business. And because small business doesn’t have a lot of the things that big business has, they don’t have the time or the money or the resources in many ways. And that in itself is very effective and not tremendously difficult. However, the small business mindset is a big shift from multibillion dollar corporate, multibillion dollar corporate. Everybody’s got suits, ties, degrees, MBAs. Everybody knows with benchmarking is everybody understands goals and objectives, et cetera, et cetera, and how to put plants together. Or that’s a general rule in that multibillion dollar corporate space. In the small business space, that’s not the case. They’re running around with 50 hats on. They’re trying to do thirty five things at once. And the big thing is that they don’t have the resources to make mistakes to you know, if you make a mistake in the billion dollar corporate world, it costs you some money. But there’s a lot of resources to recover in the small business world. If you make that kind of a mistake or a mistake that cost you a lot of money or time, the results could be disastrous. And so working through the the mindset issues was my biggest learning experience in transitioning to from the corporate world to the small business coaching world.

Lee Kantor: [00:03:02] Now, once you kind of made that transition in your mind and then kind of developed, I guess, a service that can serve the needs of that small business owner, the mid-sized business owner, was that you know, was that the key that unlocked kind of the doors now for success for you? Or was there something that helped you kind of propel you to the next level in your practice?

Speaker4: [00:03:27] Well, for me, that was a big success in mindset, in attracting and acquiring customers, clients, but from a personal standpoint, all of the systems and processes that I had to build and developed that allowed me to efficiently and effectively serve my clients. That was the big work ethic. That was a good one to three years. And putting those systems in place, you know, putting together my own CRM system, bringing together my own marketing strategy was the strategy. Those those things took a while to put together. That was really kind of the turning point. And then I guess the other thing that’s really valuable is that, you know, the the need the small business coaching need it. It doesn’t stay the same. When I started my practice, we were coming out of the Great Recession and finding a way to generate money. Was the that was that was well, actually, I would say first, how do we cut back and how do we save money? And everybody wanted to do that right away, but they didn’t really look at how do we generate money in this opportunity as well. And so we went through the first three or four years where really how do we generate revenue? It shifted into how do we serve our customers more effectively know once we got through that recession and then today

John Whitt: [00:04:54] You’re starting to see a big shift in, you know, where do I find employees? How do I get employees to to come work for me? And it’s a different, different model. Used to be we could find employees pretty quickly and today, because coming out of the pandemic, it’s it’s not the same it’s not the same system and it’s not the same model. So while I would say that I built a system to help me serve my clients, I got through the mindset of composition, staying current and consistent with what the economy or what the world system is putting out. It has been a key. You have to shift and change, not necessarily daily, but but frequently to find out what’s the most important thing for the market.

Lee Kantor: [00:05:36] Now, you mentioned the kind of the challenge of staffing and I guess this post pandemic world that we’re living in for a lot of folks. Can you talk about how you’re helping your clients kind of work through that?

Speaker4: [00:05:50] Yes, certainly so. So we have this pandemic where people were literally paying to stay home for over a year, still going on to some degree, but it’s going to end at some point this year. And so the mindset of the employee began to shift. I think they began to this is an opinion more than it is the fact that we do find many people that support a similar opinion.

John Whitt: [00:06:19] The values, what was important really shifted over the last year because it was such a scary time, and now that those values have shifted and they’ve managed to learn how to live on the income that they have, they’re a lot less. Concerned about revenue or making money today, that’s not the same motivator that it used to be, money used to be. Well, and in some cases it’s still obviously a very key motivator. But it’s not as. It doesn’t hold the same degree of importance today as it did a year, year and a half ago, because people have learned to operate and live differently over the last year and a half. And so what we’ve really done here is to identify what are the other strategies that are what are the what is valuable, what’s really important for employees today that would encourage them or compel them to submit for an opportunity for a job. And really, that’s we look at three different forms of composition, compensation. I mean, money obviously is very, very important. But the other two real big keys are the ability to learn and grow and the ability to make an impact. And so we’re really crafting the employment opportunity message to include the ability to learn and grow and the ability to make an impact in addition to traditional financial compensation, insurance benefits, those kinds of things, and and creating that message and making sure that that’s the message that that’s getting out to the ideal candidates that we’re looking for.

John Whitt: [00:08:06] We really have embraced the, you know, a real solid marketing plan that most people are very comfortable or familiar with, marketing their business and their services and their products, not always as knowledgeable or aware of how to market their business job opportunities, which is really what you’re doing. Your might be your marketing an opportunity, and you have to follow a lot of the same principles. I mean, you have to identify who’s the ideal person, who’s the one that you want to have, who’s the one that’s going to most willingly accept, lean in, take advantage of that. What’s the messaging that we have to use for that particular prospect, employee prospect? And then how do we distribute that message effectively? There’s a lot of systems out there that work really well. Indeed, the recruiter, there’s a whole lot of them, but there are nontraditional opportunities through, in many ways, the social media platforms and how many of those are there these days. But how do we distribute that message? How do we target our audience effectively? Those three steps really need to make make a big difference today. You have to make a big difference in how that works today. It’s not just putting an ad in the in the newspaper or an ad on indeed or one of the other job monster or whatever. There’s a lot more sophistication from a marketing standpoint that’s necessary to get your message in front of the right audience.

Lee Kantor: [00:09:41] Now, do you do you find that it’s kind of a double edged sword in some ways that when you say, OK, I’m going to be open to remote workers, then you’re like, OK, now the world is my oyster. I can get the best talent from anywhere in the world. But the the flip side of that coin is the world’s big. You know, now my job is like a needle in a haystack. In this huge haystack is the world. And, you know, how do I even identify the person that has the right values that I have, that has the right skills and I need that, you know, is going to be a good cultural fit and how am I going to manage this person from what they can be anywhere?

John Whitt: [00:10:25] Well, yeah, you’re absolutely right, when the opportunity or the the marketplace gets so big or as big as it is, it becomes a little bit it can become overwhelming. And you have to I think it’s best to go back to basics really thing. What is it that I really need? I need some people with this skill, this knowledge, attitude being the most important and most valuable commodity that’s available out there. Somebody is going to show up and do the work. You can list all of the attributes that you want from an addiction standpoint.

John Whitt: [00:11:00] And then you have to ask yourself, OK, where is this person, where are these people hanging out, so to speak, where how can I reach them? What is the right place? And so you might have, you know, any number of message boards or there’s there’s just a ton of different communication tools that you want to use. And in fact, you probably have to use many of them, you know, 10 or 12 of them to really get your message to the to the market, to the right market, to the right person, to the right prospect avatar. But you’ll find that, you know, again, with a comprehensive approach. And I think that’s what’s the key. And it depends on what you’re really looking for. Right. If you’re just looking for a sort of a minimum of minimum wage worker, I don’t think you’re looking at the world. But if you’re looking at some some bigger talent, especially if you’re looking at any of the STEM activities. You really have to have to craft your message effectively and distribute it to the right place, where is this group hanging out? I’m doing a lot of work with universities in Southern California.

John Whitt: [00:12:05] In fact, I have an intern program and. There are literally thousands of students out there, hundreds of thousands of students that might want to be an intern for BusinessWeek, and I have to market to the the my message who are really looking for what’s really important, what do they really value to persuade them or compel them to apply for my internship. But I put together a system that’s very effective. So I typically now I’m getting about two or three applications a week. And so when you when you’re getting two or three applications a week now, you can be very selective in who you really want to bring up or who’s going to make the biggest impact. But again, my process and my intern program is an education based program. And so it really has to be about, you know, in return for them doing service, servicing for me has to be about what can business would do for them. And I provide some career strategic planning and some education around marketing skills, communication skills and knowledge that trade has to be super high or they’re going to step in. They’re not going to lean into the program.

Lee Kantor: [00:13:18] So now the benefits of going kind of the intern route is that you’re kind of getting them younger and they’re you’re kind of teaching them the good habits so that maybe some of these interns that go through the program can be right. Fit employees down the road. You’re investing in them and they’re giving them there’s kind of a lower risk way of kind of vetting them to see if they really can do what they you think they can do. And plus, you’re getting to mold them before they’ve had some maybe bad habits that they have learned in other places.

John Whitt: [00:13:52] Well, absolutely right. I mean, you’re not getting in balance, right? You’re at the early stage, very moldable stage. And you can work through your system and process to see if they can do what you’re looking for. And even more importantly, will they do what you’re looking for? And in remote work, that’s that’s the key, because you’re not you know, they’re not coming into the office. You’re not looking over their shoulder to see if they’re doing the work that you that needs to be done. You can’t monitor how much time they spend at the WaterCooler or whatever else they’re doing during the day. The question will be, can they do the work

John Whitt: [00:14:27] On their own effectively? And you get a chance with this process to Tibet that, you know you know, some people, you know, over the over two or three months, you can say, hey, these guys are the right kind and move them up into some additional responsibilities. And others are going to be, well, you know, this is really marginal. And, you know, they may not be a right fit for this organization.

Lee Kantor: [00:14:52] So now when you’re going the internal strategy, is this something that they’re doing this work in exchange for kind, of course, credit, or is this something you’re paying them? And how does the financial side of this work?

John Whitt: [00:15:05] So my financial side, the rule of thumb is that you have to give more value than you get. Otherwise they will be considered to be employees. And my systems pass that that particular test. I don’t pay them in dollars, although I do support their, of course, credit. So if the college will give them credit, I will fill out whatever paperwork is necessary so that they achieve those units and that’s a cost savings to them. They didn’t have to pay for those. But at the end of the day, if I’m not delivering more value to the intern than they are delivering to me, then they’re going to be considered employees, especially in a state like California or Oregon or some of the places where I happen to work.

Lee Kantor: [00:15:50] So then you are an exchange, you’ve developed a way to onboard these people quickly because you need them to provide value for you in some level. So they have to be doing some work that’s valuable to you and your paying clients. Right.

John Whitt: [00:16:05] You know, you’re absolutely right. And you want to get them up and they want to be here. Here’s my understanding as as the these interns come aboard, they want to make contribution as quickly as possible. They don’t want to sit here and say, hey, we’re going to study for three months before I get to do anything. So in the business system, they’re up and running and through our onboarding system, there’s two phases to it. But they’re up and running and making their first dates. And within five days of joining the Internet

John Whitt: [00:16:34] And we quickly find out, can they do it? Will they do it? What can they learn? Can they grow? We don’t expect them to be experts in five days. That is not a requirement. We don’t expect the interns to be experts at all, but we do expect them to learn from their mistakes, learn from the lessons to utilize the group, the collaborative opportunities that we have so that they can get better. And that’s the rules. They have to get better every day, every week, although we don’t expect perfection.

Lee Kantor: [00:17:05] And then how long is an engagement with an intern,

John Whitt: [00:17:09] So it’s a minimum of three months, I tell them mostly that should be six months, because after three months you’ve got all of the basic systems and stuff down in play, which means you’ll have gotten what you came for in some ways. But after three months, you can move into a leadership role and leadership skills are highly valuable. And you could run one of our campaigns or you could be a mentor to new interns. There’s a whole bunch of different things that we could do for this, what I would call the second half, because I typically expect my what my interns typically stay about six months and we don’t track it to the day, but it’s about six months, which gives them the initial skill sets, the learning and the knowledge to be able to do the work that I’m looking for them to do, but then also helps them put their career strategy together and then ultimately achieve and obtain some leadership skills as well.

Lee Kantor: [00:17:55] So now this business with intern staffing program, is this something that is a service offering? You offer your clients that you help them kind of get this going for their businesses?

John Whitt: [00:18:08] Absolutely. So I didn’t start out that way. I started out saying, listen, I need some help and I had to put something together for me. But then I realized that this can translate this. This program translates to just about any business. You there’s a there’s a strategy that you have to build and it’s going to be a little bit different for each business and the type of work that the intern does when they came on board. And what’s that first impact that’s going to be have to be identified on a on a client basis. But just imagine that you have interns. That’s what my list, my group is right now, as many as six interns that are putting in 10 hours of 15 hours a week for you. That’s a lot of hours. That’s a lot of resources that can be literally can transform a business. And so I offer this it’s a 12 step program that goes from strategic planning into impact analysis and the marketing strategies, how to identify the ideal prospect, the ideal employee, the messaging, the distribution system, the interview process. One of the key things in my entire program that’s really valuable is the. What we call the self evaluation metrics, so the interns are responsible for evaluating new home results and coming up with strategies to improve those results. So I don’t have to do all of that work. That’s a place where a lot of managers can get hung up. They don’t be basically.

John Whitt: [00:19:38] Assume the role that they’re responsible for all of the new growth and all of the new opportunities, that’s a time consuming process. When you teach in this case, educate your team on how to do their own self-evaluation metrics and the value of doing those self-evaluation metrics and the value of putting together continuous improvement strategies, that becomes incredibly valuable. And it’s been proven from interns that have left the program and gone on to careers that those were key hiring components. And why do they get that next opportunity? Because they understood that model and they understood that process. When you bring that to a new employer, they’re like, well, this is different.

Lee Kantor: [00:20:18] Now, when you’re working with a client and implementing the intern staffing program with them is you have to get clear on what is the type of work they need done. And then you have to kind of build out the system to make the intern not only on boarded, but doing the work kind of almost like a machine. Right. It can’t be something that there is all these one offs that, hey, this is a special thing. And I got to explain, like, it’s got to kind of run pretty. Kind of streamlined, right, like this is all the work you have to do up front in order to show that it works effectively once you have that flow of interns coming in.

John Whitt: [00:21:03] You’re absolutely right. You have to build the system. You have to identify in your business operations, your business process. Where does an intern fit and how can we get them to make an impact quickly? And then we have to build the onboarding system. What do we have to teach them and train them? What do they have to learn? Day one. Day two, three. And again, we want to get them up and running. You’re making an impact, making a difference right away as soon as possible. So, yeah, that that’s what I call the intern impact analysis is a key component in it. For some clients, it’s pipeline growth and for other clients it’s the efficiency type activity. I mean, I’m not sure which one it is for each client. We’re going to identify that. And then we put the system, we built the system around it.

Lee Kantor: [00:21:50] And then once you identify that, then you have to reach out and have some sort of outreach to the universities to identify the appropriate candidate.

John Whitt: [00:22:00] Absolutely, I use a system called handshake. Well, it’s not my system, it’s a university system for offering internships and job opportunities, and it’s used by thousands of universities. And you’re able to craft your offering and and make it available to students that are looking for these students that are looking for internships. And learning how to use that system is an important component because there’s things you can or can’t do, there’s there’s some activity there, but that’s where that might be, that that is a classic. If you’re looking for interns, that is a very strong message discipline.

Lee Kantor: [00:22:41] And then is there any kind of dos and don’ts when it comes to making the offer to the intern? Like what are some dos that they want as a deliverable that is going to be like a, hey, this is perfect for me. I got a lot of out of that internship I learned. But I also got this kind of a new credential or something that I’m going to be able to leverage for a job down the road.

John Whitt: [00:23:04] Yes, so we have a couple of different things, so, yes, do’s and don’ts. It’s really all about the intern. What’s in it for them? I mean, they’re they’re. You know already that there’s something in it for you as the business owner when you’re interviewing, it’s it’s really about what’s in it for them. And you’re also interviewing them for me. I’m not asking for them to have any experience because I can teach all of that, that the skills and the knowledge that I’m looking for, what I need is the right attitude. So in that interview, I’m really looking for what that that right attitude is. In addition, once once you go through this particular program, there is a business with marketing internship certificate that you can share, it’s digital and hard copy and then as a as a process as part of our off boarding process. So there’s an onboarding process and an onboarding process, onboarding process. We actually create a video with the intern that helps them describe the value and what they learned and how effective is it was, how effective it was. And we we added that down to about a two minute video that they can then share with potential employers. And it does a lot of things that says, hey, this is what I learned. This is what I’m doing. This is what I did. But you also get to see the person on camera. What’s their personality? What’s what’s their what are their behaviors? You know, there’s there’s a lot of value in them being able to share a video about the program.

Lee Kantor: [00:24:34] Good stuff. Well, congratulations on all the success if there’s a company out there that wants to learn more about how to implement the business with in staffing program, what is the best way to find you? You have a website?

John Whitt: [00:24:48] Yes. So the website is its business with dot com. That’s W w w and then the word business and my last name, which is Waititi dot com just to play on business. So business with dot com and there’s a place where you can book an appointment with me. You can also see obviously some of the other things that I’ve done and the types of work that I do for different clients.

Lee Kantor: [00:25:08] Good stuff. Well, congratulations on all the success and thank you so much for sharing your story. You’re doing important work and we appreciate you.

John Whitt: [00:25:15] Well, I appreciate being on the show. I really you know, it’s been fun and I’m glad to be able to share.

Lee Kantor: [00:25:20] All right. That was John Witt with business with Lee Kantor. We’ll see you next time on Coach the Coach Radio.

Business Coach Betty Kempa

July 13, 2021 by Jacob Lapera

Coach The Coach

Business Coach Betty Kempa

00:00 /

Betty Kempa is a business coach & marketing strategist for coaches.

She helps corporate professionals ditch the 9-5 and repackage their genius into a 6-figure coaching practice using her signature methodology, “The 5 C’s of Building a 6 Figure Coaching Business.”

She specializes in teaching coaches how to create and sell high ticket coaching packages, attract clients via content marketing (without Facebook ads), and master LinkedIn.

Betty has a background in corporate communication for various Fortune 500 companies

After leaving the corporate world, she achieved 6-figures in her first year in business as a Career Coach. Now she teaches other coaches how to replicate what she did.

Betty is a member of Forbes Coaches Council and a frequent Forbes contributor. She has been featured in various publications such as: The Muse, Jobscan, Forbes, Thrive Global, UW-Madison, Psycom, The Happy Weekly, UpJourney, and numerous podcasts.

Connect with Betty on Facebook, and LinkedIn.

What Youll Learn In This Episode

First steps a corporate professional should take if they want to build their own coaching business
The 5 C’s of Building a 6-Figure Coaching Business
Common mistakes that new coaches typically make

This transcript is machine transcribed by Sonix

TRANSCRIPT

Lee Kantor: [00:00:33] Lee Kantor here, another episode of Coach the Coach Radio, and this is going to be a fun one. Today we have with us Betty Kempa with Betty Kempa Business Coaching. Welcome, Betty.

Betty Kempa: [00:00:43] Lee thanks so much for having me.

Lee Kantor: [00:00:45] Well, I’m excited to learn what you’re up to tell us about your coaching practice, how you serve in folks.

Betty Kempa: [00:00:52] Sure. So I am a business coach very specifically. My specialty is really helping the corporate professional transition from that nine to five to really repackaging their genius into a six figure coaching practice using my signature methodology. So essentially, I’m helping people replace their corporate income with a coaching business and I’m really helping them with that transition.

Lee Kantor: [00:01:19] So how did you get into this line of work? What’s your back story?

Betty Kempa: [00:01:23] Sure. So, you know, most of us that our coaches were coaching some previous version of ourselves, and I’m I’m doing the same. I spent about a decade as a corporate communications leader at different Fortune 500 hundreds. I my career look successful on the outside. I was always shooting myself. I should be happy. Right. And it looks successful. But on the inside, I was really suffering from kind of like a square peg, round hole syndrome, always kind of feeling like something was kind of off with with where I was out with my job. I try to kind of silence that that little voice and what I would call white knuckle through my day and hold tight to, you know, in quotations the safe corporate job. But the truth was what I kind of came to realize is the only part of the day I really enjoyed at my corporate job was the part where I got to coach others. And I was really craving that freedom of time, freedom of energy and focus, which is really granted to you once you get to run your own business and kind of even above and beyond that. To be totally honest, I was exhausted from the stress and the toxicity of the corporate job, the crazy hours, the lack of work life balance.

Betty Kempa: [00:02:46] So that’s kind of what I was dealing with. I try to kind of talk that away. I’m a very logical person, so I try to kind of silence that until one day I got laid off. And, you know, when you get laid off, it’s it’s kind of an awakening. You kind of it’s a fork in the road and you get to kind of decide where you want to take your life next. And for me, I took that as a sign from the universe to go for it to start my own coaching business. So I went and got certified at IPAC, the Institute of Professional Excellence in Coaching. I started out coaching career coaching because I wanted to help unfulfilled corporate women just like me, figure out what kind of career would make them happy. So that first year I devoted a lot of my time studying business and marketing and sales. And you know what I would say that happened? That was kind of cool. The magic really happened for me once I actually leaned into my expertize from my former corporate communications role. So in that job, I was creating content that would be compelling and engaging to the consumer and inspire them to take action so that expertize, ironically, from my corporate job allowed me to pivot my client attraction strategy to create a completely virtual content marketing.

Betty Kempa: [00:04:05] And once I leveraged my expertize in that way, I was able to stand up a six figure coaching business my first year. Over time, what I started to see was that more of my clients would come to me and they didn’t want another corporate job, right. They were coming to me saying, I’m unhappy, I don’t want to be in this job anymore. But they were saying, hey, how do I do what you did? How do I ditched the job and become a coach and replicate that system that you use to replace my corporate income? And that was really cool to me because business and marketing are my genius zone. So that’s how I really made the transition into business and marketing, helping corporate professionals make that same transition I did and build their own six figure coaching business. And today I’m helping all kinds of corporate professionals. I work with a lot of people from H.R. They make great coaches, but all kinds of corporate professionals, and they’re becoming career coaches, leadership coaches, health coaches. I work with spiritual coaches, all different types of coaches, and it’s been a blast.

Lee Kantor: [00:05:09] Now, let’s go back to when you were before college. And did you even consider being an entrepreneur at that point, or was it something that you’re like, I’m going to you’re focused on, OK, I’m going to, you know, follow the traditional path of getting a corporate gig and work my way up the corporate ladder? Like what was it that kind of told you that that was the right path? And then obviously, when she started doing it, there was a fork in the road. You decided to kind of now go down that entrepreneurial road. What but how did that kind of mindshift a. Her and since the beginning of that didn’t occur right when you started,

Betty Kempa: [00:05:48] Yeah, that’s such a good question. So, you know, when I first started, you know, going way back to college, I mean, no, I didn’t have any idea that. I mean, I it never crossed my mind entrepreneurship. It never really crossed my mind. In fact, what I was trying to do back in the day when I first started my corporate career coming out of. Trying to kind of emulate my father’s corporate career, he was a successful H.R. executive I always thought would be so cool to work know making, you know, work in this big, tall building, doing a nine to five like my dad did. So it had never even crossed my mind. And then as I got further into my corporate. And I started to realize I’m unhappy, something’s off. Like, I can’t keep playing this game of the should, I should be happy. I should I should follow this path. I actually found a book called The Path Finder. It’s by an author, Nicholas Lau. And this book was meant to help you figure out your passion. So I took this. I read the book. I took all these assessments and my personality type, my strengths. And after kind of really doing a lot of soul searching on what my strengths are and my passion, all signs kept pointing to coaching, which I at that point I never had even heard of coaching. So it is really through a lot of deep introspection, figuring out my strengths and my passion that pointed me to, hey, you should consider this this new career path.

Lee Kantor: [00:07:18] So once you decided to go kind of this entrepreneur route, how was that transition? When you’re working for a big company like you were? There’s a lot of ecosystem built for you there that it’s easy to become kind of a cog in the machine and there’s a lot of resources available. But when you’re an entrepreneur, especially in the earliest stages, it’s kind of an island. You know, it’s a new what you kill. There’s all the you are all the resources a lot of times. How did you handle that kind of transition of being kind of surrounded by resources to kind of now you got to make everything happen on your own?

Betty Kempa: [00:07:56] Yes. Yeah, absolutely. So a couple of things I would say. You know, again, for me, with the corporate job, I always felt very stifled. I always felt very micromanaged. I didn’t like being put in that box. So, you know, for me, kind of the freedom of, oh, you get to invent this however you want it to look was exciting. So I think that was the first piece of it. The perspective, instead of kind of viewing it as daunting, it felt exciting. My other strength is researching. I’m a bit I’m a big researcher. I like to do a lot of researching. So, you know, I found a coach training certification school that I thought would be great to go to based on my research. So that’s really the first thing I did was start to get certified while I was still at my corporate job. That’s the first piece of it, is just building my skill set. And and that’s not a non-negotiable you know, you don’t have to be certified to be a coach. But, you know, a lot of people want to be I certainly enjoyed it building my skill set that way. So that’s the first thing I did. The second thing that I did was get a business mentor.

Betty Kempa: [00:09:09] I’ve worked with business mentors my entire coaching career, even while I was still at the corporate job. So there was I’ve never had a time where I wasn’t working with some kind of a business mentor because there’s already people out there that have been there done that. There’s no really need to reinvent the wheel. So it was just hooking up with somebody who had a business strategy, sales and marketing and figuring it out that way. The other thing that I did was figure out my finances. Now, my my situation was different, right? Because I got laid off. And and what I tell people is you don’t have to go that route. Like, you can make it easier on yourself and work with your financial adviser, figure out what your budget is prior to taking the leap. And I do recommend people do that. You know, start working on what kind of startup cost you need to set aside, how much of your monthly household income needs to be paid off, work with your financial adviser and your business coach to figure out all of that from a financial perspective so it can be a smooth transition.

Lee Kantor: [00:10:17] Now, when you’re working with somebody that has a corporate gig in there, you know, thinking, OK, I can do this, or, you know, I didn’t know the steps. So they work with you to kind of understand the roadmap and what the terrain looks like ahead. What are some of their kind of initial fears? Is the fear about why would someone listen to me? Is the fear around I don’t know, like who am I to be a person to coach somebody else? Like where, where? What’s holding most people back to take the leap into kind of being number one, an entrepreneur or number two, coaching and giving advice to somebody else so that that person then is kind of relying on them to be successful?

Betty Kempa: [00:10:59] Yeah, that’s a really good question. So I think it’s a couple of things that I see as far as the fear, the fears that hold people back from making the leap. I do think the first one is, you know, people want to feel confident in their skill set as a coach. They want to feel confident that they they are skilled as a coach. And, you know, the cool thing is a lot of the clients I work with, they’re already coaching in their corporate nine to five. Most of these are corporately. They’re coaching teams of people, right, so a lot of these professionals think that there’s some kind of magical fairy dust to become a coach, but it’s kind of like Wizard of Oz with the red ruby slippers. They’re already wearing the slippers. They just need to click them. So these are natural coaches. I do think that’s the first bit of it, is is feeling confident in your skills as a coach. And, you know, a lot of that can be, you know, taken care of once you get certified. Right. You start to build that confidence like, wow. Yeah. This is you know, these are the different kind of ways that you can coach another human. It kind of puts up a system around that. So that’s the first one is just fear around. Am I am I good enough? Do I have the skills? Fear of failure is another big one.

Betty Kempa: [00:12:14] Right. I think, you know, people worry that, oh, my gosh, I’m going to put all my eggs in one basket and what if I fail? So I think that’s another piece of it. And you know what I what I work with people on is really redefining what failure means, right? Is, is failure staying stuck in a in a job that makes you miserable and never trying something new that you could be wildly passionate about? Or is failure trying something and it doesn’t work and then you have to kind of pivot and try it a new way. Right. Even the most successful coaches out there, business coaches, any anyone that’s successful in the universe has used failure as a stepping stone to get to where they want to be. It’s it’s a learning tool. So I think that’s the second thing, is that fear of failure. And then, you know, a lot of the clients I work with from the corporate world, we are used to systems and strategies and blueprints. Right. So when you’re kind of going into this blind, I think that’s another fear is like, well, what am I supposed to do today? What am I supposed to work on to stand this this business up? So it’s, you know, kind of that desire to have a blueprint, a proven formula that works and standing up a business.

Lee Kantor: [00:13:32] Now, can you talk about the beginning for you? Like you mentioned, that you’ve always had mentors and that’s been part of your career and that this is just kind of an extension or maybe a semantic change in how you’re framing what you’re doing. But when you went from having a job that was paying you to now having a coaching practice, that you got to build that kind of one at a time. Can you talk about how you said, OK, in order to do this, I’m going to make a roadmap and I’m going to plan? I’m going to have multiple revenue streams. I’m not going to rely on one type of kind of thing I do in order to make money. Can you talk about how you laid that all out and how that all comes together to help a person become a six figure coach?

Betty Kempa: [00:14:19] Yeah, and again, I took the hard path, right. Like, I, I went through a layoff. So what I would tell people is, is stay in your corporate job while you’re building the coaching business because that’s going to help fund the coaching business. The layoff was really a kick in the pants for me that I got to make this work. Now, what I what I did again, I went and got certified. That was really my first step. I actually took the severance from my layoff. And instead of kind of using it in a fearful way and saying, oh, I’m just going to kind of squirrel this away, I was like, no, I’m going to reinvest the severance and go get certified as a coach. So that’s the first thing I did for me. Again, I was laid off, so I didn’t want to kind of just sit around and wait to get my first client. So what I did is I took a bridge job. So, you know, if you’re a human that went through a layoff and you want to become a coach, there’s no shame in getting a bridge job. A bridge job is, you know, it’s it’s another nine to five. It’s something you’re already skilled at in probably the corporate world. It can be really it could be any kind of a job. The only point of a bridge job is, is to fund your coaching business startup cost. So that’s what I did. I grabbed a bridge job. It was not my dream. It was another corporate gig. But I you know, I took a step down. It wasn’t as intense, wasn’t as as many hours, but it helped me fund my building, my website, my branding, my photography, my getting my systems in my ops together. Right. So that was the other thing is, is taking not that that bridge job so I could fund myself.

Lee Kantor: [00:15:58] So that was to create cash flow. That’s right. And then you were using that cash, I guess, for your needs and to fund this future you that you were building.

Betty Kempa: [00:16:07] Yes, absolutely. Absolutely. And now during that time, right. I’m taking all these business courses and I’m reading books on business and I’m leading on to a lot of my corporate communications background, which is really useful in marketing. So the first thing I did before I even engaged with a Web designer, because I know a lot of people are itching. When they when they decide they want to become a coach, it’s like, oh, let me build a website. But before I even went there, I got very, very clear on what I wanted my coaching me to be. So what the urgent problem that I wanted to solve would be what my ideal client avatar looked like, what kinds of pains and problems they were dealing with, what kind of results and outcomes they wanted. So part of that was researching, but part of that was speaking to humans, you know, the the humans that I actually wanted to work with and saying, hey, what kind of help do you need with this? So I could message my copy in a way that would resonate with them. So, again, before I even worried about a website, it was getting crystal clear on my niche, my messaging. I was looking at my competitors. I was trying to figure out how I could position myself in the market. Right. So that was really the next step for me before I even worried about the website.

Lee Kantor: [00:17:24] And that’s a great tip for folks, because a lot of times they don’t want to really dig deep on the on the niche that they’re going to serve. And sometimes you really have to narrow and focus because it makes it easier to kind of be a big fish in a small pond than to be a little fish in a huge pond that’s cluttered with lots of people that do kind of quote unquote, business coaching. It’s much more effective, especially when launching is to be my business coach for red headed fireman is a lot better than I’m a business coach.

Betty Kempa: [00:17:57] Yeah. Amen. Amen. So, so true. Yeah. And to that point, to, you know, even to give an example on that, you know, with with my form of there’s a couple of ways that I’ve narrowed down my niche. I’m working with corporate professionals who want to replace their six figure corporate income with a coaching business. So that’s a piece of it. And then the way I do that, which is very specific, is I’m helping people create a high ticket coaching package so that they can sell one or two per month and hit their financial goals versus some other methods out there that are more about like, hey, create a digital course. Right. And I’m not here to say one way is wrong or right. This is just an example of how I’m very specifically helping to solve a problem for my niche.

Lee Kantor: [00:18:45] And then let’s talk about this a little bit, because this is your signature methodology. And can you talk about the five C’s of building this kind of six figure coaching business? I’m sure you’re alluding to some of the CS there.

Betty Kempa: [00:18:58] Yeah, absolutely. Yeah. I can’t get away from those seats. And the first one we talked about. Right, it’s it’s the first C is is choose the right nesh. So this is figuring out, OK, who is the kind of human I want to work with before you even worry about the human you want to work with. It’s really what’s the problem you want to solve. Right? Because at the end of the day, a business is solving a problem, you know, whether it’s a coaching business or something else. So it’s what kind of a problem do I want to solve for people? And and you really need to pick something that’s going to make you want to rip the sheets off on a Monday morning because you can’t wait to coach on that topic. So you got to kind of find the sweet spot between I’m passionate about this topic. I want to coach on it. But I also need to validate the market. I got to make sure that this is something people want to pay for. And I got to figure out who would be willing to pay for this thing. Right. So step one is choose your nesh, do your research with your ideal client avatars, speak to those people out there that you potentially want to serve, get to the bottom of their pains and their dreams. Right. And from there, we can kind of craft your messaging in a way that’s going to resonate with your target market. Part to the second C is creating a killer package.

Betty Kempa: [00:20:15] And again, like, you know, this is for people that are familiar with the coaching world. You know, you don’t want to sell hourly coaching. Right? You want to create a coaching package. So the key here, it’s a couple of things. One is you want to create your own signature methodology. So the same way I have the five C’s of building a six figure coaching business, each of my coaches, whether they’re a relationship coach, a health coach, a leadership coach, they all have their own signature method of getting clients from pain to dream. So that’s part two is creating that. And then packaging it in a way so that it is worth multiple times what you’re actually charging. So if you’re creating a 10K K coaching package, the value of that, you need to be able to show your client the value is worth fifteen, twenty, twenty five K. Right. So that’s part two is creating a killer coaching package. Step three is curtains up, launched your brand. And this is all the key components that go into launching your business the right way. This is branding. This is your business tools. Now we get into the website copy. Now we create your lead magnet, your email, nurture sequence scripts. We’re really building the system here, right? We’re standing up the business and we want to launch the business in a way that’s going to excite people and bring them along for the ride with you. The fourth Sears client attraction system, this is the one everybody wants to skip to, but it’s really important to get those foundational elements locked in before you worry about client attraction.

Betty Kempa: [00:21:53] And this is really how to create a system so that clients are coming to you on autopilot. And, you know, especially with corporate professionals, I’m helping people step out of the role of employee. And it’s a different mindset step. Of CEO, of your business and learning what you have to be doing each day, week and month in order to get the most ROIC in your efforts so that you can attract clients, and then there are other elements of client attraction that you can delegate, automate, eliminate, streamline. So the client attraction system is going to be. Sure, of what you have to do is the CEO and then the elements you can outsource and automate and then a fifth C is closing a deal, right? So you’ve done all this work and you’ve got a human on the phone and you love to work with them as a client, but you have to learn how to conduct that conversation so you can transition somebody from, hey, I’m talking to you for the first time into becoming a client. And what I always tell people is if you’re doing all the heavy lifting on the discovery call, you’re waiting to get on a call to share with somebody who you are and what you do. You’re doing it wrong. So it’s important that you’re educating people and warming them up before you have that initial sales conversation with them.

Lee Kantor: [00:23:14] Yeah, I find that when I’m working with somebody new about closing, I tell them you’re not closing, you’re curating. You’re deciding if it’s the right fit. There used to be a thing called ABC always be closing. And to me it’s always be curating. You should be trying to see if the person’s a right fit for you. And I don’t. I personally feel I don’t like to be in the position of please pick me. I like to be the one choosing and I like to be the one that’s helping kind of make sure that this is going to be a symbiotic relationship where they’re going to they know what my superpower is and that I know what pain they have and that I can help alleviate or not. And maybe if it’s not the right fit, I can point them in the direction that will be the right fit for them.

Betty Kempa: [00:24:03] Hundred percent. Yeah, it’s kind of like a first date, right? You’re both sitting down at the table and getting a feel for the other person’s energy and and yeah. You know, with the corporate six figure coach academy, there are definitely some people which to your point, I’ll say, hey, like I it feels like you wouldn’t be the right fit for this program and then you happily refer them out to someone else. So it is really, really important. That’s the cool thing to write about. Owning your own business is you get to choose when you’re in a corporate nine to five, you can’t choose your boss or your coworkers. When you’re running your own business, you get to choose who you want to work with. And that’s really cool.

Lee Kantor: [00:24:41] Right? And that’s an important mindset shift that you don’t have to take just anybody. You can be as selective as you’d like to be.

Betty Kempa: [00:24:48] One hundred percent.

Lee Kantor: [00:24:50] So now are you talking to these people while they have their job usually, or is it that they’ve taken the leap or they were laid off and they’re kind of panicked and they’re like, hey, I better call Betty because I don’t know what I’m going to do next.

Betty Kempa: [00:25:03] You know, I get a mix for sure. I do get them right because I was one of the panicked lay off people. Right. So I definitely get a mix. I would say the majority of people I work with are still in their corporate job. A lot of them have started going after their coach certification. Some of them have already gotten the coach certification, but it’s kind of collecting dust while they’re still at the corporate job because they don’t understand how to make the transition. So to answer your question, the majority of people are still in their corporate job, but I do definitely every so often get people to say, hey, I made the leap, but I’m not getting any traction. Help me.

Lee Kantor: [00:25:40] Now, if somebody wanted to learn more about your practice and maybe kind of get some of the thought leadership you have on your website. What is the website for someone to find you?

Betty Kempa: [00:25:52] Yeah, it’s my name. So it’s Betty. Betty, T.Y. Kempo k e m as in Mary P isn’t Paul A Betty Kempo dotcom.

Lee Kantor: [00:26:01] Good stuff. Well, congratulations on all the success, Betty. You’re doing important work and we appreciate you.

Betty Kempa: [00:26:07] Thanks so much, Leigh.

Lee Kantor: [00:26:08] All right. This is Lee Kantor. We will see all next time on Coach the Coach radio.

Kristine Schwartz With Reinvent Your Hustle

July 9, 2021 by Jacob Lapera

Coach The Coach

Kristine Schwartz With Reinvent Your Hustle

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Kristine Schwartz with Reinvent Your Hustle, is a business coach, strategist & public speaker. She activates female, impact-driven brands to confidently build their strategic roadmaps and marketing plans in ways that are uniquely aligned to their greater purpose.

She runs a coaching program called Reinvent Your Strategy & a Mastermind that focuses on scaling your business through Pinterest, Marketing Funnels & Sales.

Connect with Kristine on Facebook, and LinkedIn.

What You’ll Learn In This Episode

Clarity on your brand niche & message
Identify your customers’ problems

This transcript is machine transcribed by Sonix

TRANSCRIPT

Lee Kantor: [00:00:33] Lee Kantor here, another episode of Coach the Coach Radio, and this is going to be a fun one. Today we have with us Christine Schwartz with Reinvent Your Hustle. Welcome Kristine.

Kristine Schwartz: [00:00:44] Thank you for having me. I’m so excited to be here.

Lee Kantor: [00:00:46] Well, I’m excited to learn what you’re up to tell us about reinvent your hustle. What do you do in disserve, folks?

Kristine Schwartz: [00:00:53] Sure, sure. Definitely. Reinvent Your Hustle is a brand that I built. I’ve been in business for a couple of years now, came from the corporate world and I work with female impact driven brands. I help them build their strategic roadmaps, get very, very confident and clear in their marketing messages, in their their marketing plans, and ultimately help them grow their businesses and scale. So I do that through a couple of different ways, but we can talk about that more.

Lee Kantor: [00:01:24] Sure. But let’s talk about the name of your firm, reinvent your household. How did that those words come to you? And what was it about that message, reinvention hustle that kind of encapsulates what you’re about?

Kristine Schwartz: [00:01:41] Yeah, absolutely. So I was working in the corporate world and worked my way up the corporate ladder and I was laid off. And for anyone that’s been laid off or been in a situation that, you know, you’re just shuk, you need to figure out a way to move forward. And ultimately, I’ve been I’ve been working my way up the ladder my whole life when they didn’t give me a promotion, I went back to school. When I wasn’t promoted after graduation, I took a different position, like you have to find new ways to reinvent yourself. And ultimately, that’s where it came from, reinventing yourself, reinventing your strategy, reinventing your your whole persona and what you want to do and your vision, all the things it just kept popping back into my head. And one day the exercise I absolutely love. And for those listening, if you ever get stuck in, you’re trying to figure out a brand name or a name of something. I did the Post-it exercise where I wrote down all the all the different naming conventions and the words that really pulled me in and reinvent was up there and Hustle was up there. And my friend looked at me and we looked at the wall and she said to me, Well, Christine, you hustle like every single day. And I’m like, Yeah, yeah, you’re right on that one, because we used to be bartenders. And she said, Don’t reinvent your hustle. And I was like, Oh, I like that. I like that. That can be used in so many ways. So that’s that’s truly where it came from.

Lee Kantor: [00:03:04] Now, once you had that name in kind of the mission really that goes behind the name, what was the thinking to kind of really go after the specific niche that you’re serving?

Kristine Schwartz: [00:03:16] You know, it’s because I was in a space where I wanted to help. I wanted to help people that were in my situation. And I think finding your niche is not the easiest thing. Right. Most of us, when we start our business, as we jump around to different different potential results, we want to provide our clients different strategies and how we want to get them there, even the different potential target customer. And so for me to choose my niece should actually took me a long time. And I just realized, because it took me so long that I wanted to help other people figure it out. I got into some conversations with with women and I realized I don’t want to work. I came from Rita. I don’t really want to work necessarily specific to Rita. I want to help service based entrepreneurs, those those women, those people that are transforming other people’s lives. Like I want to see that domino effect. And once I figured that out, I realized I could pull that out of people. And so that’s that. Aha moment where where I figured out, oh, this is my niece. This is what I’m called to do. This is what I truly where I want to focus. And that’s truly how I discovered my niche.

Lee Kantor: [00:04:22] Now, is it a little ironic that when you’re when you have a niche like you do, one of the first things that when you’re counseling other people is you’re instructing them to find a niche for themselves

Kristine Schwartz: [00:04:36] And then that’s 100 percent ironic.

Lee Kantor: [00:04:39] And then they think that they have to serve the world because they don’t want to miss out on anything. And a lot of your counsel, I would imagine, is helping them narrow their focus, not broaden it.

Kristine Schwartz: [00:04:49] Absolutely right. You try to serve everyone. You end up serving No. One. So a lot of the times what ends up happening is and I had I have this amazing client story, she she came to me and she wrote a book. It’s all about helping you create your best life. And that’s great. But it’s so broad it could apply to anyone. And I said, OK, we got to narrow it down. And now now she is an empowerment engineer. I mean, what you think about it, right? You go you have to think, are you going to go to your doctor? Probably not. You’re probably going to go to your dentist. And even better yet, you know, if you need a particular type of cosmetic surgery or something in your tooth, you’re going to go to someone that can do a root canal. So you get really specific and who can help you because you know that they’re going to be the best of the best. So why wouldn’t your customer ultimately want to go to the best of the best? They want to go to someone who does that solves that problem specifically. So I do I help them narrow that down. But it’s through process, right? It takes time and takes it takes a lot of questions and pulling pulling those ideas out of them.

Lee Kantor: [00:05:52] Now, when you are going through that process, what are some of the roadblocks that the client has that maybe there are self-imposed roadblocks that they put in front of themselves that are kind of getting in the way for them to really narrow the focus and to get clear on the message?

Kristine Schwartz: [00:06:09] Mm hmm. Yeah, I mean, a lot of times they come in and they know that they’re really good at a few different things. And so sometimes when they’re really good at they don’t know exactly what they want to focus on and they don’t want to hinder. Right. The big fear that people that people start out with, especially when you’re starting your businesses. You know, I don’t I don’t want to alienate an entire audience, you know, whether it’s working with men or women or it’s I want to work specifically with moms or I want to work specifically with this type of service based industry or this type of product. And they don’t want to narrow in so much that they feel like no one’s going to come to them. It’s definitely one of those mindset blocks that you have to think about it. Like you can always open that back up. You can always change what you’re up to and who you’re who you’re actually speaking to. I think the other piece, when we’re starting our businesses, we treat it like our baby and we figure everybody’s watching us. And it’s so scary because so many people are going to judge me if I make a mistake, because I took this leap and I’m starting a business. Right. But ultimately, we have to remember that, as you may think, you’re a really big deal, but you’re not actually that big of a deal yet. You can change, you can pivot, you can adjust. And we have to remember that not everyone is watching us as much as we think they are.

Lee Kantor: [00:07:26] So now walk me through what that engagement with you looks like, are they coming to you because they are just getting started? Are they coming to you because they’ve reached a plateau and they’re frustrated? Are they coming to you because there’s a crisis? Like what is usually the entry point for you to begin a relationship with the new client?

Kristine Schwartz: [00:07:45] Yeah, it’s both. And I and I actually have two different programs. So I work with that entry level entrepreneur or that individual that’s adding another layer of service to their business. And I also work with that entrepreneur, that scaling that wants to work with me through understanding Pinterest. So what we’re talking about is that entrepreneur that that is coming to me. Yes, because they’re at a crisis point. Right. They’re at a point where they cannot connect to their passion with their purpose. Right. So I’ll give you an example. There was this woman that I worked with and she was a mindset coach. She it was all about time management. She knew it like the back of her hand. But then she started learning about Reiki and she felt called start doing that in her business and she couldn’t figure out how to connect the dots. There was just something missing. And I, I, I sat and within 30 minutes and this is how it typically goes. You jump into the conversation within 30 minutes because you’re so close to it. When you’re so close to it, it’s hard to see the answer on the other side or to be able to connect the dots. So typically what ends up happening is I have to pull those things out. I just have to ask the right questions. And so I ask them to to lay it on the table. Well, why do you want to do this? OK, well, what’s really important to you? And so ultimately, it’s just getting really, really clear on those things that you’re passionate about. And then also, what is the what’s the transformation of the change on the other side that you want for your customer?

Lee Kantor: [00:09:10] So now, if you were to advise other coaches out there, how would you help them kind of land on a pricing structure that that makes them feel confident and able to ask for that price and not undersell themselves?

Kristine Schwartz: [00:09:27] Yeah, yeah. That’s a good one. So ultimately, I am not above giving it away for a low cost until you’ve nailed it. I’m a huge believer in market research and I’m a huge believer in getting feedback. There’s too many people that are putting themselves out there and they’re not proven their product or they’re not proving they’re their process or the things that they’re they’re selling to others. And so I’m a huge believer in perfecting the process. So when I started, I started consulting for 20 bucks a session and I said, you know, I know that you need help when it comes to your messaging. I’m going to put this together. Let’s have one session, 20 bucks, and then, you know, then I could tweak it that I could ask for their feedback. And that’s a beautiful spot to actually ask for testimonials as well. Did this help you? Yes. OK, great. You grabbed that testimonial on that particular piece of what you’re trying to sell of your product. Now, in each area of what you’re selling, you have testimonials to back it up. So when it comes to actually pricing your product, like I said, I’m not I’m not below starting out and perfecting the process before charging, you know, what you’re worth. That’s what everyone says. Charge what you worth when it comes down to it if you haven’t heard of the value ladder. But I highly recommend you can head to my website and check it out, but or you can Google it. But the value letter is essentially creating a customer journey that feels seamless. And so when you’re trying to price out your offerings, you have to identify how does the customer first find you and how do they then jump on your email list? And are you creating a seamless process for them to just get a taste of your work and what you do and then start to start working with you throughout that process? And there might be people that want to jump to that large, high ticket program that you have.

Kristine Schwartz: [00:11:14] But ultimately, you’ve got to prove yourself and you have to have some some testimonials behind your belt in order to be able to charge what you’re truly worth. Now, what I’ll say is it may only take you three months. It may only take you six months. It may take you a year. It may take you two years. But ultimately, you have to create results for people. And that’s what this business is all about. And once you start creating those results, that’s when you can start charging more and more and more. One thing that I will say is most of the time people come in and they have that money mindset block where they’re scared to charge anything. And so the game I’ll play is throw a number out there and then I’ll say, OK, now what if I said, you know, I go into a little bit higher, into a little bit higher, and usually there’s that uncomfortable point where they’re like, oh, that’s really pushing out of my comfort zone. But I think I could probably do that. And so so push yourself to ask ask yourself, is it true? Are you charging what you are worth right now? And yes, there’s going to be a point of where you want to get to, but you got to build the results. That’s what coaching is all about. It’s about building the results and the transformation for people and leveraging those testimonials so everyone can see what you can actually do for them.

Lee Kantor: [00:12:29] You know, when I’m counseling people in this with that question of what to charge, I say, look yourself in the mirror. It’s the number that you can say out loud without laughing.

Kristine Schwartz: [00:12:39] Yeah, yeah, totally, you know, and the same thing goes when you’re creating a product. I heard this from my coach the other day, so I got to give him a little a little bit of props for this. Brad Hart, he said he said, you know, when you’re creating something and actually this wasn’t even brought out, this was somebody else. When you’re creating something, when you’re creating that product, or maybe it’s a cause or maybe it’s a curriculum, whatever it might be, throw a zero on the end of it, throw another zero, and then you’re probably going to like you’re going to sit back in your chair, be like, I can’t do that. And ultimately, what you’re going to do there is you’re going to create that program so that you’re given as much away as you possibly can, so that you’re going to provide them with the best results. And then once you do that, then you can take that zero away. That’s what your program should do. It should create those amazing results that wow factor, because ultimately the goal is to create those results. And so when you add that extra zero on, it’s super intimidating as the creator. But ultimately it pushes you to create the best product you can create, to create the best curriculum or program or whatever it might be.

Lee Kantor: [00:13:49] Right. Because ultimately, you want your client to be wildly successful.

Kristine Schwartz: [00:13:53] Totally. Exactly. And you want them to be able to I mean, let’s be honest. It’s all about word of mouth. You create an amazing result for your clients. They’re going to love you forever and they’re going to talk about it. It’s just like a pair of yoga pants, right? You put those pair of yoga pants on and they fit like a dream and they make you feel like 100 bucks. I mean, a thousand bucks, whatever you want to call it. You’re going to tell people about any product out there that you love. So, so, so create a program that does the same for you.

Lee Kantor: [00:14:21] Now, if there’s somebody out there that wants to learn more about your practice and get a hold of you and connect with you in a variety of ways, I know on your website there’s a variety of ways that someone can interact with you. But can you share the website?

Kristine Schwartz: [00:14:34] Yeah, it’s w w w dot reinvent your hussle dot com. And if you want to find me on Instagram, that’s where I hang out a lot. So happy to chat DM me, we can we can talk through kind of where you’re at and I’m always happy to, to get on the Zoome call to and chat it through with you.

Lee Kantor: [00:14:52] Well Christine, thank you so much for sharing your story today. You’re doing important work and we appreciate you.

Kristine Schwartz: [00:14:57] Thank you so much. It’s a pleasure to be here. I appreciate it.

Lee Kantor: [00:15:00] All right. This is Lee Kantor. We will see you next time on Coach the Coach Radio.

Kamaria Rutland With OTM Coaching Group

July 6, 2021 by Jacob Lapera

Coach The Coach

Kamaria Rutland With OTM Coaching Group

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Kamaria Rutland is a hospitality professional with nearly two decades of experience in the industry. Her experience includes working for one of the largest global and hospitality corporations in the world. She is the founder and principal coach of OTM Coaching Group.

Her training programs aim to build meaningful human connections in the workplace that will lead to greater business results. Kamaria holds an Executive Master of Business Administration from San Francisco State University, San Francisco, CA.

Connect with Kamaria on LinkedIn.

What You’ll Learn In This Episode

How managers can build remote worker relationships that thrive
Hybrid and remote work models
Current employee sentiment
C-level buy-in and mid-level management adoption

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:02] Broadcasting live from the Business RadioX Studios in Atlanta, Georgia, it’s time for Coach the Coach Radio brought to you by the Business RadioX ambassador program, a no cost business development strategy for coaches who want to spend more time serving local business clients and less time selling them. Go to brxambassador.com to learn more. Now here’s your host.

Lee Kantor: [00:00:33] Lee Kantor here, another episode of Coach the Coach Radio, and this is going to be a fun one. Today we have with us Kamaria Rutland with OTM Coaching Group. Welcome.

Kamaria Rutland: [00:00:44] Thank you so much. It’s a pleasure to be here.

Lee Kantor: [00:00:47] Well, I’m excited to learn what you’re up to. Tell us a little bit about all of them. How are you serving, folks?

Kamaria Rutland: [00:00:52] Yeah, Autumn Coaching Group is all about developing really meaningful human connections in the workplace. Right. When when people go home, at the end of the day, the things that are their biggest pain points are just how they’re maybe disconnected from their team or disconnected with the manager. And so after almost two decades in the hospitality and tourism business, I love just watching human behavior. And this is why I’m really focused my efforts on serving those human connections in the workplace. How can we improve them to drive results?

Lee Kantor: [00:01:24] Well, they say that people don’t quit jobs, they quit bosses. Does this kind of fall under that umbrella? Is that what you’re trying to help, help prevent?

Kamaria Rutland: [00:01:34] Absolutely. You know, employee retention is really about that one on one connection with their direct report. Right. And so if we can bridge gaps and if we can help through miscommunications or work through those team dynamics, it really is going to help the organization as a whole. But forging better connections with the employee and manager is really a dynamic experience. And I think that when we have those breakthroughs, it’s very rewarding work.

Lee Kantor: [00:02:02] Now, in today’s world, especially as we come out of this pandemic, a lot of folks went remote, maybe for the first time ever that had its own challenges. And now as the pandemic was waning a little bit, now people are either going back to the office or creating some hybrid or some people are just staying remote. Is this something that folks should be really intentional about and not rush into anything? Because I would imagine there are landmines everywhere when it comes to making a decision, no matter which one of those decisions you choose.

Kamaria Rutland: [00:02:37] Absolutely. You know, there’s definitely been a shift in the atmosphere. More and more CEOs are kind of buying into a hybrid work model. We’ve seen the results. After a year of pandemic forced remote work, CEOs are definitely more open to developing a work model that allows a little bit more flexibility. Employees overwhelmingly are telling us through study after study that they prefer the flexible work options. Right, because there’s no one size fits all to this. Some people are going to want to go back to the office. Maybe that’s a better work environment. Some people are going to work, want to work full time, remote, and some people might want a combination of the two. But when we say those landmines, I love that word is because it’s a very fragile relationship, because there’s this myth. There’s this debate right now. Is one side going to win out more than the other, the work from home employee or the office employee? And I think for managers, they need to be especially careful to manage both the individual needs and the group needs. Right. One best practices to really develop some norms of how your team is going to communicate.

Kamaria Rutland: [00:03:49] What are the best times for us to have meetings? What are the platforms that we’re going to use? How do we make sure there’s still some cohesion among the team? And those things are going to have to be a learned skill for managers. If they’ve never had that opportunity to manage a hybrid work team, it’s going to be a new muscle, a new skill that managers are going to have to develop with time. And I think that it’s possible. But managers are going to have to jump on the learning curve a little bit faster than normal because employees are really demanding it. And then in this very competitive labor market right now, you know, you’re going to miss out on top talent and you want to retain your talent to ensure that your organization is moving forward. And so managers are going to have to very quickly shift their mindset around remote work. And how do we value the contributions of both in office employees and those employees that prefer to work from home?

Lee Kantor: [00:04:42] Right. And I think that some of the unintended consequences of having a hybrid is that if somebody chooses to go in the office and it’s just the proximity, the accidental kind of collisions that you have with a coworker and you’re like, oh, and in two seconds you can communicate that challenge or solve a problem. And if at the end of the day, those kind of people in the office are getting promoted faster or getting more face time or access to the higher level folks, it might create this feeling of, well, you’re letting me work from home, but I’m not getting any of the kind of political capital gains that I might be getting if I was face to face with folks.

Kamaria Rutland: [00:05:27] Absolutely. And I always think of let’s try to find what is the equivalent in a work from home on. Right. How often do in office employees go over to someone’s office, knock on the door really quickly, say, hey, do you have a second? I just want to ID with you real quick. I want to think through this. I want to talk through this. That very same experience can happen in a remote environment, right. Quickly putting someone on instant message, say, hey, do you have a chat or Helus schedules? Ten minutes. I just want to talk through this with you. It just has to be a very intentional effort because they’re not in the same physical location. Right. Global companies have been doing this for years. Technology companies have been doing this for years. It’s not new, but it is something that management definitely has to be very intentional about. And middle management is really where the rubber hits the road. Right. And this is what’s going to make or break an entire organization’s ability to very successfully have a hybrid work model.

Lee Kantor: [00:06:23] Now, are you are you finding that folks are reaching out to you because they’re contemplating this, or have they pulled the trigger and now they’re dealing with some ramifications they weren’t expecting?

Kamaria Rutland: [00:06:34] They’re already dealing with it. I think that the pandemic really forced a lot of organizations to suddenly go remote and managers did not know how to manage people when they were not seem right. They were not physically in the same location and they did not know how to manage. Were they managing just for time or were they just watching and observing them, or are they really looking at performance, manage it from the actual outputs of their their team members? Right. And so I think this is really forced people to quickly shift. Some people have done it better than others. And for some organizations to reach that, they just need a little bit of help. My organization offers a training class called the Rocky Road of Management. In the virtual world. The Rocky Road is definitely symbolic. Fun fact here. A rocky road ice cream was actually invented in my hometown of Oakland, California, back in the Great Depression, back in nineteen twenty nine to give people something to smile about during the Great Depression. Right. And when you think about this, this is obviously a metaphor for this. We’ve got to help managers get to that sunny side over the horizon, over the big hump of transforming their team to work in a remote way. Right. And so we’ve got to help them figure out this rocky road. There’s going to be bumps along the road. Right. But we’ve got to help them get to a place where their team feels like they can contribute no matter where they decide to work, that their team feel supported. Right. And I’ve definitely got tips and tricks because I’ve worked with various work groups of how to do it successfully when you need to manage people both in office and remote because it can be done, it’s not impossible.

Lee Kantor: [00:08:11] Well, why don’t we share some of that wisdom with our listeners? Can you share some tips? Absolutely.

Kamaria Rutland: [00:08:17] Yeah. You know, for those workers who prefer prefer to have a remote work environment, whether it’s one or two days in the office, whether it’s full time, remote, they really need some things. I’ve got a top five camera is top five list of things they really need from their organization to feel supported. Right. Number one, remote workers want to be seen. Right. Exposure and visibility is very important to people’s career progression. Right. And that feeling of inclusion in the team and during team events and a best practice is to ensure that both in office workers and remote workers turn on their Web cameras during team meetings. Right that way, everyone gets a equal virtual seat at the table. I’m going to say that again, a virtual seat at the table so that they can be seen and they feel a part of the group. No two remote workers want to be heard, right. Everyone wants to be able to contribute equally and they want to feel like they have an equal opportunity to contribute during meetings. So if a manager is hosting a meeting and the audio is not really that great, right. Maybe there’s only one speaker phone in a very large room. The remote worker can feel like a woman. I can’t hear what’s going on. I might be missing out on some information, but to if I speak up, will I be heard? Will someone call on me to interject? Right. So a best practice here is maybe assign one person and rotate it, which is on one team member to manage the chat box.

Kamaria Rutland: [00:09:43] So that way, if you have a remote worker, they can chime in the chat box and still make sure that their voice is being heard. Tip number three, remote workers want their managers to create really systematic and equitable methods to assign projects. You alluded to that before, the fear of missing out, fear of missing out on work assignments that may be really critical to their career. That’s right. They want to know that they’re not going to miss out on being tapped with a task or given a really awesome project because they’re working remotely from home. Right. So if there is a very systemic way that their managers can say this is how we’re going to assign projects, is going to relieve that that tension and the anxiety around not getting a fair shake at those work projects. All right. Tip number four, remote workers want to trust that their managers are going to resist the urge for that, consisting that consensus building among in office workers only. Right. Just like you said that quick. Hey, can we talk about this or those brief interactions around the water cooler or. I passed in the hallway and we touched on this topic, you know, leaving your remote workers out of those conversations. I can make them feel very isolated. They can make them feel like not a part of the team, and they might have something brilliant to contribute to the topic. So managers have to be very intentional to make sure they’re including the entire team when they are discussing projects or wanting to brainstorm around any objectives.

Kamaria Rutland: [00:11:11] Lastly, tip number five, remote workers, they still want their manager managers to continue those things like team building activities to enhance the cohesion and the collaboration. For someone sitting right, one of the basics of team dynamics, right, those highly effective teams is that there is trust among its team members and so managers are going to have to find very creative ways to ensure that both in office and remote workers are finding ways to come together. And that can be as simple as doing a search on Pinterest. Google in the top tips of how to build some team building in a virtual world. But it’s not impossible. You can play games, you can use gamification. You can just, you know, do shared experiences like a virtual ice cream, social or whatever it may be. But there should be ways that managers orchestrate shared experiences to build some cohesion around the team. So, again, top five tips for remote workers want to be seen. Remote workers want to be heard. They want to ensure that there is a systematic way the projects are being assigned. They want their managers to resist the urge of consensus building around in office employees only. And they want there to be team building activities for cohesion and collaboration. So these are my top five tips to help managers navigate that rocky road in that virtual world.

Lee Kantor: [00:12:35] And it sounds like what you’re saying is that you just can’t say, OK, here’s the zoom link. You’re remote now. We’re good. And you’ve got to be intentional. You got to change some ways. You had been doing things in order to be more mindful and proactive to help these relationships stay relevant and easy for everybody to participate in. It’s not you flip a switch and we’re remote now and then we’re done like this is a work in progress that you should be tweaking, holding the results accountable and really pulling your people, making sure that it’s serving everybody.

Kamaria Rutland: [00:13:14] Absolutely. That that were very intentional has to be a part of the management framework. Right. This is really where I hope managers across industries will meet this moment. Right? They will. They will. Upscaled their own ability to call a meeting. Right. When you do call a remote worker into the office, is there some intention behind it? Is it a meaningful collaboration effort? Is this meeting going to be very dynamic or was it something that something could be an email? Right. I know early in my management days, you know, I would just have a regularly scheduled meeting every Tuesday at three o’clock. We would meet and we would discuss certain things. And it was just, you know, I was numb to the dynamic. When you now have to orchestrate remote workers and in office workers, when you do bring people together, it should be impactful. Right? There should be compelling information that you’re sharing. There should be amazing brainstorming activities or ways that we are going to work more work better together as a team. Right. When you do bring people together, it should be meaningful and it’s going to take some effort for managers to think of when I bring people together. Is there a greater purpose than just being together?

Lee Kantor: [00:14:31] Right. I was trying to get this app built that would lay over your resume or whatever service you use. The calculates, the hourly cost of all the people in the room, and it just takes off like a ticker as the minutes go by. How much money that the companies investigate investing in this meeting and just keeping score. And there was this meeting worth, you know, eighty thousand dollars.

Kamaria Rutland: [00:14:59] Exactly, and and I’m I’m betting that if you were to miraculously develop that app, it would be mind blowing to two leaders, right? When people I’m a believer in face to face meeting, I think that human connections are so amazing and so beautiful when they happen. Right. But it should be for a purpose, right? It shouldn’t be just to say for political reasons, we’re going to bring everyone together. Right. Checking up on the stakeholders. We’re bringing people together right now. What is the main purpose of why you are gathering people together?

Lee Kantor: [00:15:35] Right. And especially when people go to promote their personal and work life starts kind of blending together in ways that are another unintended consequence.

Kamaria Rutland: [00:15:44] Absolutely. There’s been several articles about how to manage that transition right now that inoculation rates are improving and people offices are starting to open back up as people start to transition back, even if it’s for one or two days a week, there’s an emotional toll to them giving up some of the freedoms that they had at home, walking their dogs into the day, being able to help their kid with their virtual school or whatever it may be. Right. The things that they were balancing in life, it takes a toll on them. And there’s this emotional rollercoaster that they’re going to have to go through and manage. You’re going to have to manage it very delicately, right. To help them transition back into it. Won best practice. I like to share with people, as you know, develop a team charter. This is how we’re going to manage this. This is how we’re going to work as a team. These are the platforms that we’re going to use. These are the the primary work times. We’re going to collaborate virtually. Right. And these are the freedoms we want people to still be able to enjoy. I think it needs to be a part of the discussion. Right. And this is left to everyone’s own understanding.

Lee Kantor: [00:16:48] Right. And I think that one of the ramifications of going through this is there’s been a lot more grace given to the folks at home and their circumstance, whereas maybe before the pandemic, people were a little geggie about, oh, that was my kid in the background. I’m embarrassed or, you know, that’s not professional. Now, I think there’s more grace given.

Kamaria Rutland: [00:17:09] Absolutely. And I imagine that it took a pandemic for us to give grace to our our teammates, our employees. Right. Because the thing is, we are more than just our work. Right. Human beings are very dynamic and have lives outside of the work they do. And this is a way for us to really honor that, you know, and again, there is no one size fits all. So for the people that prefer to work in the office, maybe their home, their home doesn’t allow for space for them to work without distraction. And so working out of an office is better suited for others. I hope they might have an home office or they might have a couple of things to balance and juggle. And working from home gives them the flexibility. This is a way for us to say, I see you, I honor your preference and let’s find a way to work together.

Lee Kantor: [00:17:54] Right. And I think that the organizations can really benefit if they do this correctly, because like you said earlier, you’re opening up your talent pool to the world now, not people that are just, you know, an hour drive from your office.

Kamaria Rutland: [00:18:09] Right. And my fear, you know, there’s this term kind of bouncing around right now called the great resignation. Right. One in three millennials is said to consider quitting her job post pandemic. And we’re kind of around that time frame right now because of the lack of culture they’re feeling from their remote work environment and how their company actually dealt with the remote work and flexible work options during the pandemic. Right. That now that people have had a taste of what it’s like to work from home and they and if they prefer it, we’ve got to find a way to incorporate that into the corporate culture so that we don’t lose out on talent. Right. We’re going to lose them to different industries who are going to be more open to it. Right. I’m in the San Francisco Bay Area and we’ve got a wide array of companies and having very different perspectives on it. Right. Facebook just announced that they’re going to have a full time remote work options indefinitely. Apple just said people going to have to come back into the office three days a week and they dictated which days and there was some uproar around it. So I think the companies have an opportunity to rise to this occasion, to really survey and engage their employment and their employees and find out what is the sentiment, what can we do to create a work environment that you can thrive in? And if they listen and they try to manage the major trends, they’re going to come out on top of this. But it’s going to take them really being open to the ideas. I understand that they have large offices, buildings. They would like bringing people together. But when they do make sure that it is meaningful, it’s impactful, and there was a reason to bring people together.

Lee Kantor: [00:19:53] So now if there’s an organization out there that would like some help in their transition, no matter which. Way the transition is going to go in the workplace, what is the website for your organization?

Kamaria Rutland: [00:20:05] It is OTM coaching group Dotcom and it’s pronounced Autum, but it’s Ottmar coaching group Dotcom. Feel free to reach out, happy to help you navigate again the rocky road of management in this virtual world, because it is a transition, right? We’ve had to evolve past typewriters and fax machines. This is just another evolution in the modern day workplace and we’ve got to find ways to help our employees thrive in this new workplace.

Lee Kantor: [00:20:32] Good stuff. Well, thank you so much for sharing your story today. You’re doing important work and we appreciate you.

Kamaria Rutland: [00:20:38] Thank you so much. It was a pleasure.

Lee Kantor: [00:20:40] All right. This is Lee Kantor. We’ll see you next time on Coach the Coach Radio.

Sharone Sapir With Sapir Nutrition

July 5, 2021 by Jacob Lapera

Coach The Coach

Sharone Sapir With Sapir Nutrition

00:00 /

Sharone Sapir with Sapir Nutrition is an online nutritionist who does virtual counseling with clients from all over the country. She graduated from Columbia University with a Master’s of Science in Nutrition and Education.

Having overcome her own not-so-great relationship with food, she is passionate about helping others achieve their health and weight loss goals while finding balance

Connect with Sharone on LinkedIn, and Twitter.

What You’ll Learn In This Episode

Living a healthier lifestyle
Sharone’s journey to becoming a nutritionist

This transcript is machine transcribed by Sonix

TRANSCRIPT

Lee Kantor: [00:00:32] Lee Kantor here, another episode of Coach the Coach Radio, and this is going to be a fun one. Today we have with us Sharone Sapir with Sapir Nutrition. Welcome, Sharon.

Sharone Sapir: [00:00:43] Highly. Thanks for having me.

Lee Kantor: [00:00:45] Well, I am so excited you’re here. But before we get too far to things, tell us about Sapir Nutrition. How are you serving folks?

Sharone Sapir: [00:00:53] Sure. So I’m an online nutritionist. I help people from all over the country and actually the world because everything is done virtually. So I help them eat healthier and or lose weight if that’s one of their goals. And we do this all through online communication.

Lee Kantor: [00:01:16] Now, when you were younger, was this something you were like, OK, I’m going to be a nutritionist? Was your career always aimed at being a nutritionist?

Sharone Sapir: [00:01:25] No, I actually got to it because of my own struggles with food. As a kid, I was a bit obsessed with junk food. And I came from a household where we didn’t have a lot of it. I mean, we had Fig Newtons because my mom thought they were healthy because of the figs, but otherwise it was really devoid of any fun food. And I grew up around a lot of talk about weight and don’t eat salad dressing because that’s fattening and don’t eat this thing. I had a kind of a complicated relationship with food from a young age. And as I got older, I got really into the diet books and then found myself more confused than ever. So it was definitely an evolution towards getting the right information and finding a balance. A balanced view towards food and health and then helping other people achieve that, too.

Lee Kantor: [00:02:29] So then you went through college, you have your degree in nutrition, right? That’s your background. So so you went all in on this. You were like, OK, I’m going to learn about this and then I’m going to really get educated about, you know, the truth behind it, because there is a lot of misinformation when it comes to, you know, nutrition.

Sharone Sapir: [00:02:49] Oh, yeah. I found myself really confused in high school. I read probably every diet book that was out there at the time zone, Atkins. Green free diet, I mean, all sorts, and I, I wanted to actually go. For my undergrad in nutrition, but my parents were immigrants, and when I said I want to go for nutrition, they’re like, nope, not not not paying for that. You’re going to earn bucket. So I went to NYU for I got my degree in politics and a minor in business, but I was still struggling with food. My weight was fluctuating a lot. I was restricting, I was bingeing. And it really took until after college I got married. I had my daughter. She was about a year old. And I said, you know what, I’m an adult now. Like, I am married. I have a kid. If I want to go to school for nutrition and really figure this out once and for all, I’m going to do it. So I took my prerequisites and I obtained my master’s of science and nutrition and education from Columbia University. That was really the beginning of picking an evidence based approach to nutrition.

Lee Kantor: [00:04:08] Now, what was it like when you graduated? You’re out on your own and now you have to get a client and now you’re kind of responsible. I don’t say fully responsible, but you’re going to have some impact on this client. Was that a challenge for you to go from? OK, I feel I’m qualified and educated enough to help others. But now here’s the logistics and mechanics of doing that. How am I going to go about doing that?

Sharone Sapir: [00:04:36] Yeah, that was hugely challenging. I, I basically spoke to whoever I could about the fact that I’m a nutritionist and I am passionate about helping people. And the other thing I did was I helped a lot of people for free, which I know that’s a controversial approach, I guess, based on on the person you ask. But I felt like the best way for me to get a good reputation right is to help a lot of people and to help them succeed. And then I knew that they would then spread the word. So originally, I worked myself probably a bit too hard helping whoever I could either for free or for a very low rate. But eventually it really helped me to establish a reputation for myself as an expert who really cares and helps.

Lee Kantor: [00:05:42] Then at some point, you were like, OK, enough for free, I’m running out of free, this is now what I’m doing for a living or it’s helping me have a living. And and then you just started increasing your rates. Like, how do you kind of move from free to paying? Because a lot of times when things are free, they don’t have value from a client’s standpoint. They think it’s something that I can miss or I don’t have to take it seriously because I don’t really have skin in the game. Did did that occur kind of dramatically or did you just get to a point where you were like, OK, I have to charge everybody now?

Sharone Sapir: [00:06:19] Yes. I mean, it really had to do with demand. So as I was getting more demand, obviously I couldn’t well, I had to charge for it, too. And also with by working with a lot of people, experience is experience. So I could have a degree from a top university, but it doesn’t replace the experience that I get from working on the ground. And once I felt like I had quite a bit of that and and probably more than some other people who are who are charging a lot for the same services, I said, OK, it’s it’s really time. And what I did is I just increased. So whoever was free was free. But and it’s interesting what you said about skin in the game. It depends. I think I got good at screening people for whether I really like how much they cared because I did have a number of free clients who were incredibly successful, even though it was for free because they really wanted it and needed it. And yes, I did have some clients who I could tell didn’t care that much. And part of it was probably because it was free. So it is hard to assess. And I didn’t do this for too long either. I quickly realized my my value for one. And as demand was going up, I said, OK, it’s time, it’s really time. And I increased my rate slowly. I didn’t you know, I it was more for myself and perhaps the. Far from a confidence standpoint to increase the incrementally, but that’s what worked for me

Lee Kantor: [00:08:11] And that’s great advice for coaches out there when they’re just especially when they’re just getting started and they might be credentialed and they just don’t feel confident enough to charge maybe what they deserve, but they can ease into it. There’s no right or wrong way of doing this. Some people will feel more confident, like, hey, I got the credential now, my rates X or my rates five X or whatever it is. I always tell people when it comes to the rate, it’s whatever number you can say in the mirror or without feeling uncomfortable or laughing like that’s the rate you start at.

Sharone Sapir: [00:08:48] Yeah, I love that advice.

Lee Kantor: [00:08:51] So now how about some advice for folks out there that are maybe struggling with their weight or struggling with maybe not eating the right foods? Is there some tips you can share about kind of easing into a more healthy lifestyle?

Sharone Sapir: [00:09:06] Sure. The approach I like the most is the crowding out approach. And so what what is crowding out means? It means that you’re adding foods into your diet rather than having all your focus on restricting or eliminating other foods. And one of the foods that I it’s the first one that I start with, with pretty much everyone who comes to me, their diet is not high enough in protein. So and protein, that’s just not a fun, sexy food like the carbs. And I don’t typically advocate like a low carb carb diet, but I do emphasize higher protein because there are just so many great effects that it has on us.

Lee Kantor: [00:10:01] And then by increasing the protein that usually makes people feel fuller. So they’re kind of not eating as money, kind of the less nutritious foods.

Sharone Sapir: [00:10:13] Yeah. So protein has a number of benefits. For one, it helps greatly with metabolism. Something that many people don’t know is that we burn 30 percent of the calories that we ingest from protein just during the spring digestion. So that’s that’s a significant number of calories to to burn versus carbs. We burn, I believe, 10 to 15 percent and that we burn zero to three percent of the calories we taken from fat. So protein is a metabolism burner. I like to say it stokes the inverse of your metabolism about it, but it is quite dramatic. It also helps us retain muscle as we lose weight. That’s something that often happens when when you respect your calories and you’re losing weight, you’re also going to lose muscle. We want to keep as much muscle as we have because it’s more metabolically active. It it keeps us safer and it and it looks good. And the other thing that protein does is it really helps to stabilize blood sugar and give our brain and our gut the message that we’re full so that we don’t keep looking for snacks. That’s something actually when someone tells me I have a really hard time in the evening or at night searching for snacks, they just can’t feel full. I’ll ask them, do you eat? What did you eat as your first meal? And was it a protein rich meal? Did you have enough protein during the day? And often the answer is no. And and once they start front loading, the protein, front loading, so getting as much protein as they can during the day, they feel a really big difference at night with their their cravings for those Harbi snacks.

Lee Kantor: [00:12:13] Now, when you’re working with someone and you mentioned you’ve been doing this for a while now, is it are you able to tell if someone is serious about doing this? Because I, I know a person specifically that their doctor gave them kind of a scary. You know, doctor visit and they said, look, you’re you’re on the on the road to some diabetes or, you know, some some medical issues down the road, and you and I recommend that you get kind of get your house in order a nutritionally. And this person is like, well, what are you talking about? This is how I am. You know, they’re not ready yet. I don’t think, even though there’s kind of a scary medical issue ahead, do you find that? It takes some something kind of monumental to spur people to action or can you tell if they are, you know, they that my doctors had to do this. I’m going to do it. But, you know, they’re really not going to put their all in it because they’re really. Not bad in all the way.

Sharone Sapir: [00:13:19] Yeah, I can tell pretty quickly most people who who do come to me are ready, and it’s possible that it’s because I have a lot of messaging against quick fixes and meal plans and diets and all of that. So they know that it’s going to be work and it’s going to be a process. So maybe it’s skewed towards people who are ready, but it’s completely a a mental shift that has to occur. And especially when I first started working and I had people approach me who said, you know, I really want you to work with my with my husband or wife partner. And I and I’d say that’s a great signed them up. I’ll work with them, that never worked. I mean, that was never a successful case. And that’s because the the spouse wanted it more than the person themselves. And it’s never going to work if the person isn’t truly ready for a change. That readiness for a change is critical and. Yes, these monumental events and in health with the doctor saying, if you don’t do this, then you’re going to be extremely ill or you’re going to die prematurely. That often is what it takes for somebody. But even then. It might not. And unfortunately, there’s there’s nothing that anyone can do until that person is truly ready to change their lifestyle.

Lee Kantor: [00:15:04] Now, do you mind sharing a little bit about what the relationship looks like? You mentioned it’s an online relationship, so obviously there has to be some trust that the person is doing what you’re recommending. But I guess the scale doesn’t lie or whatever tools you are to measure. Is this kind of telling the truth that at some point. So can you talk about what the engagement looks like? Is it something where someone is reporting to you on a regular rhythm or you have access to certain technology that allows them to report to you in conjunction with some? I would imagine there’s some support and accountability happening throughout the process to keep them on track when they do slip.

Sharone Sapir: [00:15:50] Yes, for sure. So I have all of my clients keep a food log and however they do, it is up to them. Some clients enjoy my fitness pal. They just really like the app and they like numbers and data. And so they use my fitness pal, other clients they just jotted down on a regular note app on the phone. And that’s just fine, too. What’s important is that they’re recording their food and in some way and they send it to me every day and I don’t use it to test them like I do eat this or I do it that. It’s not like that at all. It’s it’s really to get information, to see what’s helping them and what might be stalling their progress and to come up with a suggestion, ask them questions. Some of my clients really like to tell me about their day and their moods and their energy levels. And I enjoy that too, because they like food isn’t necessarily in a vacuum. It’s tied to a lot of things and many of them are emotional. So I like to get the big picture and we kind of have a conversation online. And it’s a daily touch point, which I enjoy as well, because I think we digest information in small chunks. So it’s it’s more manageable, I, I think that way.

Lee Kantor: [00:17:20] So now is it like via Zoome call or you kind of face to face with these folks. Is it via email or. They’re like how are you communicating.

Sharone Sapir: [00:17:29] So it’s all via email. When I first started I had weekly phone calls and that was scheduled and in addition to the emails and what I found over time was that the phone calls just they weren’t necessary, that the emails were really sufficient to continue this ongoing dialog of support and accountability, cheerleading if necessary. But it it worked much better than I even expected. And so that’s what I kept.

Lee Kantor: [00:18:01] And if somebody wants to learn more, have a more substantive conversation with you about your work, is there like a website where they can connect with you and then maybe do an initial call or some sort of kind of a touching base to see if it’s a good fit?

Sharone Sapir: [00:18:19] Yeah, sure. So my website is Sharona’s The Dot Com, and I’m also on Instagram at the Pier Nutrition. I like to post their daily with tidbits about nutrition and mindset. And if if they’re interested, we schedule a Zoome call just to get to know each other and I find out more about them, find out more about me and then we take it from there.

Lee Kantor: [00:18:49] And that website one more time is Cherone Saphir S.H. r o n e sjp i r dot com. Yeah. Well, Sharon, thank you so much for sharing your story today. You’re doing such important work and we appreciate you.

Sharone Sapir: [00:19:03] Oh, thank you so much for having me on.

Lee Kantor: [00:19:06] All right. This is Lee Kantor. We’ll see you next time on Coach the Coach radio.

Business Coach Patricia Simon

July 5, 2021 by Jacob Lapera

Coach The Coach

Business Coach Patricia Simon

00:00 /

Patricia Simon has an undergraduate degree in Social Science from Glasgow University and Masters (MSc) in Marketing from the University of Strathclyde Business School, Glasgow, Scotland. Patricia also has a training & development diploma and certifications in life coaching and NLP.

Patricia has been a permanent resident in the US since 2001. Throughout her career she has worked in corporate America in positions ranging from Education Marketing Manager at a non-profit performing arts center in Tampa, Florida to Vice-President of Marketing & Training at a financial institution in Tampa, Florida. Managing teams, executives and developing marketing & training coaching programs for employees and individuals.

Patricia is currently CEO of Scotia Business, LLC headquartered in New York City. Patricia coaches clients across the US and UK in the areas of business coaching | marketing strategist | executive coaching. Scotia Business was established in January 2017 but has been coaching in her other businesses she ran as an entrepreneur.

Connect with Patricia on LinkedIn, and Twitter.

What You’ll Learn In This Episode

Work/life balance
10-point checklist of what you need to do to make change and become happier and successful in life

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:02] Broadcasting live from the Business RadioX Studios in Atlanta, Georgia, it’s time for Coach the Coach Radio brought to you by the Business RadioX Ambassador program, the no cost business development strategy for coaches who want to spend more time serving local business clients and less time selling them. Go to brxambassador.com To learn more. Now here’s your host.

Lee Kantor: [00:00:33] Lee Kantor, another episode of Coach the Coach Radio, and this is going to be a fun one. Today we have with us Patricia Simon with Scotia Business. Welcome, Patricia.

Patricia Simon: [00:00:43] Well, welcome. Thank you for the welcome, Lee. And a very appreciative of being a guest on your show today. As you can tell, I’m not your usual guest. My accent is slightly unique.

Lee Kantor: [00:00:57] Absolutely. Tell us about your journey. How did you get involved in coaching?

Patricia Simon: [00:01:02] Well, actually, what it was, was basically at the age of 22, I achieved a master’s degree in marketing. And I actually went into the marketing model after that in America and became very successful in corporate America. I was a vice president of marketing and training at a financial institution in Tampa, Florida, overseeing a half million dollar marketing budget. And then I went into the performing arts industry and I was doing a lot of coaching of my staff and and overseeing in the music department and the ballet department, the theater department. And I had already taken a course in certification. And at that point in my life, I felt like I was ready. I felt I had all the experience of corporate America and the education certifications, and it was just perfect match timing to launch the business. And that was what I did. And I’m so happy I did. Didn’t.

Lee Kantor: [00:02:09] Now, how is coaching different than kind of working in that enterprise level corporate world?

Patricia Simon: [00:02:16] Well, currently I coach a lot of potential and entrepreneurs or new startups, and I actually enjoy being able to work one on one with the owner of the business or the potential owner, because you have a feeling or you can ask them the questions directly, you know, involved in the multiple layers that you have when you’re in the corporate world. And I found and I loved working in corporate, but the coaching, working, coaching with, you know, executives one on one because also do executive coaching, just working and a journey with them and seeing them progress and achieve their goals and dreams is just very satisfying. So that’s really the difference now.

Lee Kantor: [00:03:11] Are you spending more of your time kind of coaching in general business help, or do you specialize in marketing because that’s your background?

Patricia Simon: [00:03:19] Yes, well, I do a lot of marketing coaching too. So I do game planning your business, preparing your business plan a business, launching your business, managing the growth of your business, but then also to offer marketing, coaching. So if a company comes to me, obviously, Patricia, would you be able to assist in helping us more about stock? And we need direction and marketing strategy, marketing, planning, marketing tactic, tactics, implementation strategies. That’s where my marketing background really comes in, because I’m able to provide that guidance, that strategy, in addition to the coaching so that we sure value to my client. So, yes, I’m able to offer the two services. So that’s very impressive, isn’t it?

Lee Kantor: [00:04:17] Yeah, well, I mean, it seems like it’s a great vehicle for you to use all your skills.

Patricia Simon: [00:04:23] Yes, it’s it’s fantastic. And that’s why I’m so happy that I’m able to combine all my skill sets because I can work with an executive who says, Patricia, I’m stuck. Should I make a career move? I need to you know, I need to set sales goals within the organization. And I need somebody to motivate me to make me accountable, because that’s where a lot of people that get stuck, they may have a good idea. They may have ambition, but maybe they just don’t know where to start and they don’t know what steps to take. And that’s where I’m able to work and help and motivate. And I can help them to be accountable so that they do reach their own goals.

Lee Kantor: [00:05:14] Now, can you maybe it’s time to give our listeners some advice. Do you have any advice you would give that person that’s stuck on how they can kind of make that change maybe they’re afraid of and then lead that life that they dream can be possible?

Patricia Simon: [00:05:30] Yes, if Stark, my recommendation is. What they have to do is have a vision, have a mission, write those ideas down, their mission statement is what is the idea? What is your business idea? Write it down. Keep it close to and always look at it, visualize it, and then start thinking where to you? What’s your end goal? We have to you want to be actually a vision. Where do you see your business going unless people get stuck because sometimes you just don’t know where to start. And that’s where a business coach comes in. Because I help with the planning stage, because you don’t just launch a business as usual, you have to plan a business. And that’s why I do actually offer an intensive six week coaching program specifically for potential entrepreneurs who have possibly a great idea. But see, when it comes down to actually planning it and thinking through writing the business plan, coming up with objectives, goals, strategies, and then looking at marketing, planning, operational planning, financial planning, they might find that they could have actually wasted a lot of money. If they hadn’t done that entire planning process, they may not have had the cash flow.

Patricia Simon: [00:06:55] They might not have had an actual profit margin because you might be thinking, oh, I’m producing this product. But at the end of the day, if you can’t make any money on it, you’re just wasting your time and you’re giving up potentially a good job. So it’s always I always recommend to my clients, start off slowly, do your planning, but start slowly, take step by step approach and maybe start at an early start the weekend and then before you give up the security of a job. But I do. And being an entrepreneur as head was always my dream. And I love to support people or not, but I also want to be realistic with them. But I also want to be their sounding board coach and advises them. And whether that takes special marketing. I should have been involved in a lot of strategic planning stations as well over the years in corporate America. So I’m able to bring a lot to the table, to clients and the business who are thinking of launching a business. So I like to talk early.

Lee Kantor: [00:08:10] Yeah, well, I mean, it’s a lot of important information because I think a lot of people think that the idea is the hard part and they go, hey, I got this great idea, I’m going to do this. And they don’t kind of play out some of the scenarios, the trade offs and the risks and kind of get a at least a strategic plan on on, OK, what if everything goes right? What if everything goes wrong? What if it lands in the middle? I mean, to think about these things ahead of time can save you a lot of heartache, you know?

Patricia Simon: [00:08:38] Absolutely.

Lee Kantor: [00:08:39] And I think that’s really the value of having a coach as a sounding board and someone to play devil’s advocate and somebody to really ask you hard questions, because if you jump into something that you’re not fully prepared for, I mean, this could be a terrible decision if you don’t do this right. I mean, this is a high risk, but high reward. But if you if you if you put some time in the planning, you’re going to increase your chances of success, I think.

Patricia Simon: [00:09:06] Absolutely. I mean, and you’re not going to be a money. I mean, that’s the bottom line to you’re also looking at your projections, your financial projections. You know, how much money, cash flow do you need? Three months, six months, 12 months to go. And, you know, staffing, you know, there’s so many different issues that you have to think about. And you can be an engineer. It can be really intelligent, really smart. It’s an engineering degree. But they don’t teach you how to write a business plan and when you’re doing an engineering degree. And so that’s why, as you said, having a coach, somebody with business marketing background is very valuable for a wide range of people and a wide range of industries because, you know, I of it the marketing and coaching is there are some, you know, coaching. It’s all about people. It’s all about providing. And as you said, I said sound and both the motivation and the accountability. When somebody calls me every week, I call in and they know because I have homework assignments for them and they know that I’m asking them, have you thought this through? Have you have you spoke to your family about it because you need the Byan of the entire, you know, your spouse, your family, because people. So maybe giving up a job and start a business is easy. But in a nutshell. It’s not a lot of challenges, obstacles that you have to encounter if you don’t have the support of the family as well. And you know that sounding board for your own sake and the business would succeed. So you need time as well. So as well as having a coach.

Lee Kantor: [00:11:00] Now, in your work, some of the work that you do from your past is actually consulting. How do you kind of separate the coaching from the consulting or do you or is that just part of more value that you add that sometimes you can be that coach that’s giving him that the homework, the tough love, the kind of the ideas and direction to go in. But then other times you’re rolling up your sleeves and doing some of the work.

Patricia Simon: [00:11:26] Yes, I really do. It really depends on the client’s needs, you know, as depends on what they need from me, that’s what I Stone Payton I ask questions. That’s why I offer a free strategy coaching session and judging your client, because, you know, I need to understand and they need to see if they feel that I would be able to help them. But it is all about identifying is a coaching relationship that they want with me as a consultant in a relationship, meaning the strategizing and what is that combination? And you’re right, it’s I offer both services. I tailored it specifically to my client’s needs. So it’s whatever they need and detail me and that’s what I work with. So, yes, that is what makes me actually unique, because I am a business coach. I’m a marketing coach. I’m also a martial artist. So that adds an added value. And my clients always say that to me, that I like that. Patricia, thank you. That not only given me being a coach to me, but you’ve given me all this experience that you’ve learned about past 20 years and marketing and in the business world. So value add the same.

Lee Kantor: [00:12:51] Now in your work, do you have a specialty? Do you specialize in certain industries or certain size companies, or is it kind of industry agnostic?

Patricia Simon: [00:13:01] Well, basically, it doesn’t really matter what industry you’re where. You’re basically and the reason being is I’ve worked in the performing arts industry, which is so different from the financial services industry. Like I had mentioned earlier, I was a vice president of marketing and training and he trained to eat in Tampa, Florida, a financial institution. But I was also an education marketing manager in the performing arts and sector in the United States and also Tampa, Florida. So marketing and philosophy is a principle. It doesn’t matter what industry that you’re in. If you know, marketing and I went to a very good business school over here in Strathclyde Business School and it was actually modeled on Harvard Business School that I remember from the previous year. He set up the department because he is an MBA at Harvard and that’s what marketing was all about. It was invented in America and he brought it back over and he established a really well known business school. And, you know, I’m able to provide my knowledge, you know, again, with different industries and.

Lee Kantor: [00:14:25] Right. So it doesn’t matter. The industry, the problems kind of are universal problems you’re solving. And so the specific industry doesn’t really matter as much because these kind of foundational kind of the foundation of each of these businesses are similar in that respect of business and marketing.

Patricia Simon: [00:14:44] That’s right. I mean, business is business. Every business should have a business plan and marketing plan, a financial plan and operations plan. So even if you’re a startup, a startup, medium sized business, but a large business, you know, as I say, it’s when I was very surprised marketing, I had to make sure I developed a strategic marketing plan every year with a half million dollar marketing budget or business being a school, which I always say made sure I was under my marketing budget. It never was over a marketing budget. So, yes, it’s just it’s working with different sites and industries and marketing is marketing.

Lee Kantor: [00:15:22] Now, can you share an example? Don’t name the name of the client, but can you share an example, maybe set up what their challenge was and then they hired you and then how you were able to take them to a new level.

Patricia Simon: [00:15:36] Yes, and kind that worked with actually was an ex colleague and like you said, don’t want mention, but. She knew my background as a business coach. And I know not in a position where I was working, doing marketing strategy. And we met, she would ask me if I would call her after work, so I agreed to that and we spent actually several months because even though she loved the job that she you know, she’d been in the job for years and she was out of a senior position, but she always knew she wanted to be her own boss and she felt that the time was right, but she just didn’t know where to start. And she actually needed a sounding board. She needed somebody that she could trust. She saw my experience and how I manage my teams. My staff actually coached them. And she also saw how I was able to sustain the marketing department. So she actually took her MBA. And, you know, after we discussed her next career path, she took an MBA and she later went on and through coaching us, working together, and she actually runs a very successful fitness company. And she said to me. She says, I am happier in my 40s than I was in my 20s, in my 30s. She said, thank you so much. She says, I could have done it without you and your listening skills because you’ve got to be a good listener. You’ve got to be an active listener, and you’ve got to reflect back good questions, you know, because you don’t want to dictate you want them, because at the end of the day, it’s their life, it’s their decision. So you need then to be able to come up with the solutions. And sometimes it can be right away, but sometimes it can be a journey. So the fact that she went through multiple different. OK, let me expand my education. OK, then let me take congressional certifications. Another because she’s got all that background and skill set. She’s running a very successful fitness business. So I would definitely say that’s one of my success stories.

Lee Kantor: [00:18:16] Wow. That is just an amazing story. And congratulations on all the success, the impact you’re having on these people must be so rewarding and fulfilling.

Patricia Simon: [00:18:26] Thank you. Thank you, Lee. Yes, it’s extremely rewarding. That’s actually why. And I just give up a very, very good corporate job job because I get to enjoy helping and seeing other people succeed because it’s like you see them at the very beginning of the journey. And, you know, I’m sure not knowing what to do and then just seeing that process and getting them and helping them and keeping them accountable and keeping them motivated. And you’re seeing the difference in them, the transformation in them, but happier they’ve got better work life balance, you know. So, yes, that’s that’s why I went into coaching, business coaching, business coaching and marketing, coaching specifically and executive coaching because of my background and a lot of working with people and seeing them succeed. If they succeed, I succeed. That’s how I look at it.

Lee Kantor: [00:19:26] That’s great. Now, if somebody wants to learn more, have more substantive conversation with you or somebody on your team, do you have a website?

Patricia Simon: [00:19:33] Yes, I do. Ali, thank you for asking. It’s a business that don’t call. And my telephone number is an eight one three nine nine zero zero seven four zero.

Lee Kantor: [00:19:47] And then that website is C.A.T. a business dot com?

Patricia Simon: [00:19:53] Yes, yes, yes. That’s correct. Leigh, sorry about the accent there.

Lee Kantor: [00:19:58] I just want to make sure they get it right. See, Ottilia business dot com to get a hold of Patricia or somebody on her team. Patricia Simon, thank you so much for sharing your story today. You’re doing such important work and we appreciate you.

Patricia Simon: [00:20:11] Thank you, Lee. And I appreciate you being allowing me to be on the show today as a guest. Thank you so much.

Lee Kantor: [00:20:16] All right. This is Lee Kantor. We’ll see you next time on Coach the Coach Radio.