Building a Coaching Practice LL548

BUILDING A COACHING PRACTICE

LL548

Week 4

Dr. Sheila Boysen-Rotelli

Setting the Foundation

1. MEETING ETHICAL GUIDELINES AND PROFESSIONAL STANDARDS

2. ESTABLISHING THE COACHING AGREEMENT

Co-Creating the Relationship

3. ESTABLISHING TRUST AND INTIMACY WITH THE CLIENT

4. COACHING PRESENCE

Communicating Effectively

5. ACTIVE LISTENING

6. POWERFUL QUESTIONING

7. DIRECT COMMUNICATION

Facilitating Learning and Results

8. CREATING AWARENESS

9. DESIGNING ACTIONS

10. PLANNING AND GOAL SETTING

11. MANAGING PROGRESS AND ACCOUNTABILITY

Quick poll… How focused is your marketing?

A. I have an alliance partner(s)

B. I am exploring an alliance with a potential partner

C. I have my eyes and ears open for a good alliance.

D. Later!

Alliance Marketing Define partner requirements. Know where to look. Determine a strong EOV (Exchange of

Value) Analyze and evaluate your prime potential

partner.

Define Partner Requirements

Know your reasons What can you offer? What do you want from an alliance partner? What are non-negotiables?

Know Where To Look Examples of alliances from your PINS

ProfessionIndustryNicheSpecialty

Determine a strong EOV: Exchange of Value

Check for a 1 + 1 = 5 idea!Increase exposure/sales?Produce mutual benefit?Proportional benefits?Low- to no-risk?Leveragable and scalable?A big enough game?

Analyze and Evaluate Your Prime Potential Partner

Talk to past partners Check with professional organizations Surf their website Subscribe to their publications Talk to customers Compatibility check

Discussion

1. List your marketing and visibility assets

2. Consider (and briefly describe) a specific actual or possible alliance

Quick poll…How would you describe your first alliance

(current or planned)?

A. 1 to 1 – with one other coach

B. With a group of coaches

C. With an industry or professional organization or publication

D. Something different!

Please respond with the letter of your choice.

Establish and MaximizeYour Alliances

Define mutual objectives and responsibilities. What kind of agreement is necessary? How to be a good alliance partner. The importance of thoroughness and specificity

--no surprises! Create an exit strategy--ahead of time.

Define Mutual Objectives and Responsibilities

Understand how to build trust in a virtual alliance (page 107).

Be clear on proportional benefits. Be specific about what each party will bring to

the alliance. Establish clear roles, responsibilities, success

factors and timing. Create a pilot project.

What Kind of Agreement is Necessary?

Expected duration Type of investments on both sides Deliverables, including intellectual property Potential revenues Level of risk Speed and simplicity

Complexity/formality of the agreement depends on…

How To Be a Good Alliance Partner

Uphold your end of the EOV. Adhere to all deadlines. Stay flexible when adjustment is necessary. Discuss progress and success factors—frequently. Avoid surprises.

Thoroughness and Specificity

Anticipate possible future events.Stay connected to your markets.Keep thorough records.Use precise language.Ask a lot of questionsRespond quickly to e-mails and phone

messages.

The importance of thoroughness and specificity--no surprises!

Create an Exit Strategy Create an exit strategy--ahead of time, in your

agreement. Be clear on measurements of success—and

time frames. Watch for clues. Trust your intuition. If it’s not working, act quickly. Keep it light.

DiscussionWrite a succinct paragraph about the most important point you have learned about alliances, how it will apply to your professional future, and what actions you will take relating to this insight.