Become a Master Coach

Unlock the Talent in Your Team

When I think about a great leader, I inevitably think about someone who is a great coach, understanding my weaknesses, but helping me play to my strengths. From John Wooden to my favorite manager, a coach is someone who unlocks talent.

Gregg Thompson wants to help leaders throughout organizations become great coaches. THE MASTER COACH:  Leading with Character, Building Connections, and Engaging in Extraordinary Conversations is his new book, written to help make coaching the part of your culture. He’s the President of Bluepoint Leadership Development and has coached senior leaders in many Fortune 100 companies. I recently talked with Gregg about becoming a master coach.

 

Share with us the Gregg Thompson definition of a master coach.

A Master Coach is someone who, through their conversations, helps others accelerate their learning and increase their performance. The Master Coach is not an advisor but, rather, a catalyst for sustained personal change in individuals. The Master Coach is a positive and creative force that challenges the person being coached to move from intention to action and holds the person accountable to do that. The Master Coach has highly-tuned interpersonal skills but is much more recognizable by who they are rather than what they do. They are men and women of exceptional integrity, sincere humility, noble intention, and a high degree of emotional intelligence. They take people into uncharted territories, challenge them to consider new perspectives, and help them plot significantly more fruitful paths forward.

 

“The Master Coach is a catalyst for sustained personal change in individuals.” -Gregg Thompson

 

Become a Great Coach

What do people get wrong when they think of a great coach?

People often think of the great coach as someone with the expertise and experience to provide great advice and sage wisdom. While occasionally coaches will have valuable perspectives and insights to share with those they coach, this is not their prime role. Their prime role is to help others find their best answers, solutions, and action plans. Some people also make the assumption that a coach is a counselor. Coaching and counseling, both powerful processes that can help to improve lives, are deeply different. Coaching is dedicating time and attention to help the person being coached to be the best version of themselves going forward while counseling usually involves resolving past difficulties and issues.

 

“The primary role of a coach is to help others find their best answers, solutions, and action plans.” -Gregg Thompson

 

What’s the difference between a coach and a mentor? 

A mentor can function in a coach-like manner, but their role is more of a career advisor than a coach. The mentor is usually someone with deep knowledge and expertise in a particular field and uses this to help more junior individuals accelerate their development and career growth.  Coaching, on the other hand, requires no expertise in the discipline of the person being coached. In short, anyone can coach anyone.

 

“Leadership happens one conversation at a time.” -Gregg Thompson

 

7 Characteristics of a Coaching Culture

Learning to Be an Exceptional Leader

Learning to Be an Exceptional Leader

 

Jim Kerr has just written his fifth book. You may recognize the name from his weekly column in Inc. or any of his previous books. Jim has been an executive coach and consultant for nearly 30 years. Currently, he is the global chair of Culture Transformation at the management consulting and search firm N2Growth. His latest bookIt’s Good To Be King: A Leadership Fable for Everyday Leaders, is written in a fun and easy-to-access parable form that enables the reader to quickly embrace his leadership takeaways.

This lighthearted story presents sound leadership fundamentals and reinforces the notion that, regardless of the circumstances, we can all learn to become even more exceptional at leading others.

I spoke with Jim recently about his new book.

 

“Leaders make things possible. Exceptional leaders make them inevitable.” -Lance Morrow

 

This book is much different from the others that you have written.  In fact, some may even consider it a bedtime story.  Why did you choose a fable format to house the leadership advice that you offer throughout the book?

There are two reasons that underpin this choice of format.  First, I want the book to be consumed quickly and easily.  There are far too many leadership titles available that offer dry and uninspired content, which make them difficult to get through and enjoy.  Second, I want this book to be read and appreciated by all kinds of people, not just those who manage others in a business setting.

Sure, business professionals of all types – from the harried C-suite executive, who is looking for a quick “leadership read” to the Gen Y new hire who is eager to gain useful insight for career advancement – will find great value in the book.  But I would like people who simply aspire to become better leaders in their everyday lives to want to read this book.

People like you and me who lead others in their communities, places of worship or volunteer organizations should pick up this book and find valuable insights that can help them become better leaders.

 

Exceptional Leaders Shift Styles for Results

How to Manage A Players

How to Manage A Players

Whether you’re leading a football team or an entrepreneurial venture, you want to hire the best and the brightest.

You want A Players.

 


“On average, an A Player produces at least two times the work of the B Player.” -Rick Crossland

 

Hiring A Players is only the beginning. Keeping them engaged and performing at the highest level is a leadership challenge.

In this short video interview, I speak with Rick Crossland about A Players and how to manage and lead A Players.

I previously interviewed Rick on How to Become an A Player. In today’s interview, I asked him about leading and managing A Players.

Rick is an author, speaker, and consultant. His nearly three decades of experience developing, recruiting, and leading high performers is evident in every chapter of his new book, The A Player: The Definitive Playbook and Guide for Employees and Leaders Who Want to Play and Perform at the Highest Level.

We discuss:

 

3 Definitions of an A Player:

  1. Top 10% of industry
  2. Employee you would enthusiastically rehire
  3. An employee that makes you say “wow!”

 

How to Manage an A Player

“Leaders must be a step ahead.”

 


“Leaders must be a step ahead.” -Rick Crossland

 

How to On-Board the A Player

Fuel a Lifelong Love Affair with Your Customers

The Transformational Consumer

It’s time to rethink what you sell. And your customers. Don’t forget to rethink your marketing, your competition. And, don’t forget your teams.

That’s the message from Tara-Nicholle Nelson, author of The Transformational Consumer: Fuel a Lifelong Love Affair with Customers by Helping Them Get Healthier, Wealthier and Wiser. She is the founder of Transformational Consumer Insights and the former VP of Marketing for MyFitnessPal, where she led the team that grew the platform to over 100 million customers.

 


“The best..measure of innovation is change in human behavior.” -Stuart Butterfield

 

The Growing Demographic

What are Transformational Consumers? How is this changing company strategy?

Transformational Consumers are a massive and growing group of people who see all of life as a series of projects to change their own behavior for the healthier, wealthier and wiser. They know that this behavior change will be hard, but they believe with all their hearts that it’s possible, and they believe that they can change anything about their lives if they can master their own habits and behavior.

So they are constantly on the lookout for products, services and content they think might help. They are early adopters, and they tend to have great influence on the buying behavior of the people around them.

I like to joke that if you have ever been vegan and paleo at different times in your life, you’re probably a Transformational Consumer. Most entrepreneurs are Transformational Consumers. The head of product for Airbnb once told me that they see both their hosts and their guests as Transformational Consumers.

One important takeaway here is that this is not a niche: over 50% of US adult customers we surveyed said that they use digital or real world products several times a week, or more often, in an effort to reach their healthy, wealthy, wise goals.

The power of this framework is that it offers businesses a lens through which to more powerfully understand the real-world journeys their customers are taking as they aspire to live better lives. And that shows you how to increase customer engagement, brand love, loyalty and repeat business, as well as reach new audiences. Once you understand your real-life customers’ real-world journeys, that surfaces limitless opportunities to innovate new products, features, services and even marketing messages and content that remove resistance points and trigger progress along customers’ paths.

 

Rethink Your Customer

How do companies go about rethinking their customer?

Your customers are not just the people who currently buy your product or your current social media followers. I urge companies to shift to the point of view that their customers are all the people out there who are struggling with the high-level, human problems that the company exists to solve.

Go out into the real world, do customer research, watch how people operate in real life. You can even start this process by just doing some online listening on the blogs and social media sites (not your owned channels) that your audiences frequent online (reddit, etc.).

Your goal is to understand and, ideally, visually map out your customers’ real-world journeys of going from having the problem you exist to solve to no longer having that problem. You need to know what stages they go through along their journey, what gets them stuck and unstuck, where they go to do research when they need to know or find something and what words and phrases they naturally use as they try to reach their goals.

 

 

Remove Resistance

Tell us more about resistance. How do you remove it?

Think about it: Anytime you try to level-up your life, whether it’s trying to reach a weight loss goal, to work out more, or to start a side business or meditate every day, there’s a force that pops up in all of us that Steven Pressfield and Freud both call Resistance. It’s the same force that creates procrastination, causes us to get distracted or to sabotage ourselves. It’s generally the force that makes it really, really hard to make behavior changes stick.

In your customers’ journeys toward their healthy, wealthy and wise goals, Resistance includes any sort of quit point, obstacle, friction or common point of failure. These are the things that get people stuck. There are tons of spiritual, emotional, psychological and neurological root causes of Resistance, but suffice it to say that people often know what changes they need to make; they just find it very difficult to actually make them.
This creates a major opportunity for companies to win the love of the people they serve by focusing on removing Resistance.

You can remove Resistance from your customers’ journeys by creating features and products that take friction out of their path, by reducing the difficulty or cost or number of brain cycles they have to go through to create the habits or changes they want, or by inserting progress triggers into their real-world journey.

For example, at MyFitnessPal, we learned during customer research that one of the biggest obstacles (points of Resistance) that people experience along their journey from living an unhealthy life to living a healthy one is the cost of eating healthy food and the difficulty and time involved in cooking healthfully. So every team in the company explored how they might help remove those Resistance points. When it came to content, for example, we created all sorts of recipes and meal plans for feeding a family healthy, home-cooked food on the same budget we learned people were spending on a fast food family dinner ($20). We also created all sorts of video, recipe and meal-planning content to reduce the time and increase the ease and deliciousness of our customers’ home cooked meals.

 


“If we can keep our competitors focused on us while we stay focused on the customer, ultimately we’ll turn out all right.” -Jeff Bezos

 

Rethink the Competition

Leadership Step by Step: Become the Person Others Follow

Mastering Leadership Concepts

Learning how to lead. It’s the focus of many lectures, articles, blog posts, and books. Joshua Spodek prefers the active to the passive, teaching with exercises designed to master leadership concepts.

He recently wrote a book titled Leadership Step by Step: Become the Person Others Follow that takes this teaching approach. His background includes a mix of academic and corporate experience, allowing his coaching methods to incorporate the best of both. I recently spoke with him about his new book and his approach to leadership.

 

“What holds people back isn’t not knowing what skills to have but how to get them and use them effectively.” -Joshua Spodek

 

What Holds People Back

You bristle at the question of what qualities make someone a leader. Why?

Every book and resource lists qualities of effective leadership: integrity, self-awareness, resilience, empathy, listening skills, and so on. Popular terms now include grit and hustle.

Almost everyone knows what qualities make leaders effective. What holds people back isn’t not knowing what skills to have but how to get them and use them effectively. The techniques of nearly every book, video, MOOC, and every other resource are to teach people intellectually what they need.

But intellectually knowing that self-awareness is important doesn’t increase yours. I know the principles of playing piano. But I haven’t practiced, so I can’t play. Those least self-aware know least what to do about it, despite needing it most. The same goes for any social or emotional leadership quality.

You can’t lecture someone into integrity. No amount of reading will develop grit.

To develop social and emotional skills, you need to take on social and emotional challenges. Lectures, case studies, biography, and psychology papers may be intellectually challenging, but they are socially and emotionally passive and therefore ineffective at teaching social and emotional skills.

 

“There is no glory in practice, but without practice there is no glory.” -Unknown

 

Learn How to Lead

Is that what you mean when you say that business school taught you about leadership but not how to lead?

Exactly. Business school taught me principles but gave me little practice using them. Discussing a case study of someone else’s life will teach you something. I’m not saying lectures and case studies are worthless, but they can’t substitute for facing personal challenges.

After graduation, I learned leadership skills in practice, but I doubt it was any faster than had I not learned the principles.

Going to a top-5 school didn’t help. The more elite the school, the more the professors got there through publishing or perishing, not facing social and emotional challenges.

 

“Practice does not make perfect. Only perfect practice makes perfect.” -Vince Lombardi

 

So what’s the alternative? Skipping school?

I struggled with that question, especially after noticing how many great leaders dropped out or were kicked out of school: Richard Branson, Bill Gates, Oprah Winfrey, Sean Combs, Michael Dell, Elon Musk, … the list goes on.

leadrshpstepbystepI wondered: did school hurt?

Two observations resolved the situation for me: How you learn is as important as what you learn.

The first was seeing how many top actors had tremendous emotional and social skills, coming off as tremendously genuine and authentic, yet dropped out of school, often high school. I learned that they didn’t stop learning. They switched to a different style of learning.

The other was connecting with the project-based learning and teaching community. I found that their students developed leadership skills that MBAs would dream of, but without taking leadership classes.

 

How does that play out in practice?

I learned that experiential, active learning is more effective for fields like leadership that are active, social, emotional, expressive, and performance-based. Plenty of fields are like that besides leadership and acting: playing musical instruments, athletics, dance, singing, improv, the military.

In all of them we teach through practice and rehearsal. When you master the basics, you move to intermediate skills. When you master them, you move to advanced.

Only with leadership do we start with theory. Compare the quality of athletes and musicians our nation creates with the quality of our leaders, or rather people with authority.

That’s why so many great leaders emerge from sports, acting, the military, and places outside academia. Look at your page on leadership insights, http://www.skipprichard.com/leadership-insights: the first people I see are baseball player R. A. Dickey, athlete/actor Chuck Norris, and basketball player Bill Bradley.

 

Try a New Approach

Can you clarify how you teach if not traditionally?

I teach and coach by giving students and clients an integrated, comprehensive progression of exercises starting with basics and leading, with no big anxiety-causing jumps, to skills so useful and advanced that most seasoned leaders would learn from them.

The exercises have you do things with people you know on projects you care about, so you face social and emotional challenges, but in safe contexts, so you don’t risk your job to develop the skills. It’s like practicing piano alone, then doing small recitals, and so on to get to Carnegie Hall.spodek

My exercises are like scales in piano or footwork in dance. Basics are valuable at every level. Look at the top seeds at Wimbledon before finals. They practice their ground strokes. LeBron still practices layups and jump shots.

I call how I teach Method Learning, after Method Acting, which is what we call the style of learning and practice for acting, and it produces Method Leaders. It’s not just acting. All the fields I listed above use the same technique.

You develop greatness, genuineness, and authenticity the same in leadership as in any of these other fields: Practice, practice, practice!

My book has stop signs after each exercise description saying, “Put the book down. Go practice. Reading about lifting weights doesn’t make you strong.”

 

“Reading about lifting weights doesn’t make you strong.”

 

Then what’s the role of a teacher or coach for a leader?