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COACHING, CLOSING AND CREDIBILITYHow to Keep Corporate Clients for Life
WEBINAR
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Housekeeping• All attendees in listen only mode
• Questions are anonymous to the audience
• Submit written questions within “question box” on GoToWebinar console at any time during webinar.
• Questions will be answered during the Q&A section at the end
© Reddin Global 2016
Located at top right corner of your
screen
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Who We Are | Who You Are
Our Research: Business Issues & Coaching
Solutions
Keeping Clients – A Case Study
How Prospects Make Decisions
OVERVIEW
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WHO WE ARE
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DOUG EMERSON MARY LEGAKIS ENGEL
© Reddin Global 2016
WHO YOU ARE
A Seasoned Coach:
• Several years of experience
• A good-sized client portfolio (short and long-
term clients)
• Have selling skills
• Likely have referrals
• You want to take your coaching business to the
next level
© Reddin Global 2016
WHO YOU ARE
An Emerging Coach:
• Been coaching for a little while
• Have a few clients (short programs)
• Don’t LOVE sales
• Not getting the traction you want in your
business
© Reddin Global 2016
WHO YOU ARE
New Coach:
• Recently certified or exploring becoming a
coach
• May have a few clients
• Not sure where to start
Start with the Client
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Conflict
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Stress
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Leader-managers would be MORE EFFECTIVE if they consistently:
• Set a few high priority objectives that measure job success
• Focus themselves and their organization on the achievement of those objectives
• Eliminate wasted time
• Use the appropriate behaviour with the people they work with
© Reddin Global 2016
OUR RESEARCHCurrent State
Highly competitive
Fragmented tools
Paper-based and bureaucratic
Customized approaches
Short-term client engagements
Focus on apparent effectiveness
© Reddin Global 2016
OUR RESEARCHCurrent State Opportunities for Coaches
Highly competitive Differentiated skill set
Fragmented tools Methodology and complete toolkit
Paper-based and bureaucratic Leading-edge, integrated mobile tools
Customized approaches Scalable, customizable approach
Short-term client engagements Clients for life
Focus on apparent effectiveness Focus on REAL effectiveness
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16© Reddin Global 2016 Source: http://www.techvibes.com/company-directory/toronto/tag/startup
Case Example
Case Example• Bad behaviors around leadership• No clear #2• Missing targets every year• Poor decision making – by committee, too long• Ineffective meetings• No performance management system
© Reddin Global 2016 18
METHODOLOGY1. GETTING STARTEDGather information – strategies, structure, objectives, background
© Reddin Global 2016
METHODOLOGY1. GETTING STARTEDGather information – strategies, structure, objectives, background
2. CHANGE AGENDAListen – clarify the changes that must take place to increase effectiveness – use as accountability framework
© Reddin Global 2016
METHODOLOGY1. GETTING STARTEDGather information – strategies, structure, objectives, background
2. CHANGE AGENDAListen – clarify the changes that must take place to increase effectiveness – use as accountability framework3. JOBClarify the requirements of the job – outputs, metrics and authorities – develop a Job Effectiveness Plan
© Reddin Global 2016
METHODOLOGY1. GETTING STARTEDGather information – strategies, structure, objectives, background
2. CHANGE AGENDAListen – clarify the changes that must take place to increase effectiveness – use as accountability framework3. JOBClarify the requirements of the job – outputs, metrics and authorities – develop a Job Effectiveness Plan4. SITUATIONHelp your client get control of their situation – improve decision-making processes, improve meetings, change
© Reddin Global 2016
METHODOLOGY1. GETTING STARTEDGather information – strategies, structure, objectives, background
2. CHANGE AGENDAListen – clarify the changes that must take place to increase effectiveness – use as accountability framework3. JOBClarify the requirements of the job – outputs, metrics and authorities – develop a Job Effectiveness Plan4. SITUATIONHelp your client get control of their situation – improve decision-making processes, improve meetings, change
5. BEHAVIOURSelf-awareness, situational sensitivity and style flexibility
© Reddin Global 2016
METHODOLOGY1. GETTING STARTEDGather information – strategies, structure, objectives, background
2. CHANGE AGENDAListen – clarify the changes that must take place to increase effectiveness – use as accountability framework3. JOBClarify the requirements of the job – outputs, metrics and authorities – develop a Job Effectiveness Plan4. SITUATIONHelp your client get control of their situation – improve decision-making processes, improve meetings, change
5. BEHAVIOURSelf-awareness, situational sensitivity and style flexibility
© Reddin Global 2016
6. YEAR END EFFECTIVENESS REVIEWPrepare the client for year 2 - evaluate their success in the program, develop the next Change Agenda
PROGRESS REVIEW
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1. Review progress on the Job
Effectiveness Plan
2. Review Progress on the
Change Agenda
3. Solve real situational
problems
4. Champion greater pursuits
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SPONTANEOUS CONVERSATION
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REVENUE is at 110% of target.Expenses are 20% better than expected.As a team we are significantly more effective on meetings than we have ever been.MICHAEL G., CEO
We're functioning well as a team, my relationship with MG is strong and we're setting new records every month. Thank you for being an amazing coach!CASPER W, COO
Finding CLIENTS for LifeFree Email Series
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The client’s decision to work with you
Success rate
Depth of relationship
Value
Methodology
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Why do people say No• Don’t have the budget (in other words, not
thinking about the ROI)• Lack commitment• Think they can figure it out on their own
© Reddin Global 2016