3 Pillars To Building A Multi-6-Figure Coaching Business

3 Pillars To Building A Multi-6-Figure Coaching Business

Did you know you can build a multi-6 figure coaching business even if you’re a new coach? All you need is a solid game plan that will take you there. Follow these 3 pillars to create your roadmap to success!

Key Highlights:
0:00 Introduction
1:00 Pillar #1: Clarity
5:30 Pillar #2: Visibility
11:05 Pillar #3: Financial Plan

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#Coaching #6FigureBusiness #CoachingBusiness

THE END OF ALL THINGS | Myths and Monsters | Reel Truth History Documentaries

THE END OF ALL THINGS | Myths and Monsters | Reel Truth History Documentaries

An exploration of the stories that have gripped European imaginations for centuries, revealing the fascinating and unexpected history behind them.

Death is a frightening, unsettling prospect for us all. Myths and legends help explore those anxieties. But they tell us about more than mortal fear alone. For in a culture’s tales of death we can see what it is they value in life.

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Welcome to Reel Truth History, the home of gripping and powerful documentaries. Here you can watch both full length documentaries and series that explore some of the most comprehensive pieces of world history.

#Legends #Mythology #Death

Curry Night on a 100 Year Old Train | Yorkshire Steam Railway | Reel Truth History Documentaries

Curry Night on a 100 Year Old Train | Yorkshire Steam Railway | Reel Truth History Documentaries

All Aboard the Yorkshire Express goes behind the scenes at the North Yorkshire Moors Railway; taking us back in time to the golden age of steam. This year they’re celebrating their fiftieth anniversary and we join them as they welcome coach trips, wedding parties and train spotters alike in what they hope will be the railway’s busiest year yet.

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Welcome to Reel Truth History, the home of gripping and powerful documentaries. Here you can watch both full length documentaries and series that explore some of the most comprehensive pieces of world history.

#SteamRailway #Transport #History

To Succeed in a Negotiation, Help Your Counterpart Save Face

Executive Summary

Three very different case studies — involving hostages in Afghanistan, a suicidal man in Calgary, and a tug-of-war between Brazilian and French businessmen — point to the importance of  face, or reputation, in negotiations. To help you and your negotiating partners succeed, it is important to recognize why face matters, map out all the players involved in a negotiation, ask yourself if the solution being proposed will cause a loss of face for anyone, and work to help avoid that.

DigitalVision/Getty Images

What do a human rights negotiation in Afghanistan, a crisis negotiation in Calgary, and a business dispute between a Brazilian and a Frenchman have in common?  At first blush, nothing.  However, when we dig deeper into these high-stakes negotiations, there is a common thread that connects them all.  The concept of face.

What exactly is face?  In their classic work on politeness, Penelope Brown and Stephen C. Levinson define face as “the public self-image that every member of a society wants to claim for himself/herself.” Put differently, face is how people want to be perceived and connected to identity and dignity.  When it comes to negotiation, it is about both sides preserving their and their organizations’ reputations.

To understand the critical nature of face to negotiation success, consider the three cases I just mentioned, which I feature in my new book.

Afghanistan – Freeing Hostages

In 2002, Karen was working for the United Nations High Commissioner for Refugees (UNHCR) as a senior protections officer in the Western province of Herat. One day, as she was conducting a training in a nearby village and on a lunch break, someone from the kitchen at the Foreign Ministry satellite office slipped her a handwritten note on a crumpled piece of paper. It claimed that 20 to 25 Iranian girls and women were being held hostage in a nearby village.

Based on this lead, Karen and her team began investigating. They tracked down the informant, who explained that he knew about this situation because he’d been giving these women food. He’d been reluctant to talk for fear of retribution (which would have been imprisonment or death) but felt he had to risk it.

Karen and her team wanted to bring this matter to the attention of the Foreign Ministry, but it seemed as if people in it might be involved. An advocacy-oriented approach — that is, publicly calling attention to the issue and applying pressure from the outside — would have caused a loss of face for local officials and hopes for a deal would be lost.

Instead Karen and her team approached their contacts privately, noting that, because this situation had been brought to their attention, they had a duty to explore it. The Foreign Ministry granted them permission to visit the women. After many meetings and other negotiations, the women were freed — some transferred to a safe house in Kabul while others returned to their homes in Iran. It turns out that the Foreign Ministry recognized they had a problem on their hands and the UNHCR team was providing them with a face-saving way out.

Calgary – A Crisis Negotiation

A number of years ago, a crisis negotiator named Gary received a call in the evening.  It was a police dispatcher, who explained that a man of indigenous origin (native Canadian) in his mid-30 and high on methamphetamine was threatening suicide. His wife, who was also an addict, had checked herself into a rehabilitation clinic to get clean, but the man had refused to join her, and now, amped up on drugs, he was upset. He’d driven to the clinic with a rope, found the big tree that his wife had mentioned was right outside her window, and intended to hang himself.  A passerby had seen him; worried, they called 911.

When Gary arrived on the scene, the man was sitting up in the branches. “Hey friend, what is it going to take to get you out of this tree?” he asked. “The only way I will come down is in a body bag” was the terse reply.

An hour or two of small talk later, Gary tried again: “What is it going to take to get you out of this tree?” The man thought for a minute. “If you can guess my native Canadian name I will come down.”

That was the breakthrough Gary needed. He asked for a few minutes to think it over, stepped back to his car, and quietly got the dispatcher on the phone. “Call his wife’s room and find out his native Canadian name,” he directed. A few minutes later, a message came back.

Gary returned to the tree and said, “I think your name is Running Buffalo.” Immediately, the man threw the noose from his neck and scampered down. Gary took him to the ambulance on scene and, as he warmed up, asked why he’d insisted on the name-guessing game. “Well,” the man said, “I really wanted to come down, but I felt if I did you would win, and I would lose. I wanted to put you through a hoop so that I could be on par with you.” This was the face-saving way out.

Brazil and France – A Business Tug-of-War

Two international executives, one Brazilian, the other French, had become embroiled in a high-stakes dispute over a company in which they were both involved.  Both men were spending many millions of dollars to try to beat the other in a tense and destructive negotiation, and neither would back down.  Enter an advisor, William. After much digging and exploration, he found that, beyond the money and control, each man also wanted freedom and respect. Each wanted to go back to his normal life of doing business and spending time with family and come out of the fight with his head held high.

William advised them both to focus on maximizing those metrics as their benchmark for success.  When they did so, an agreement emerged where one man agreed to leave the board of the company, giving his counterpart the ability to run it as he saw fit. In return, he released the departing executive from a three-year non-compete clause, giving him the freedom to conduct other business, and exchanged his voting shares for non-voting shares so they could be sold in the public equity market. In the end, both men were able to stand in front of their fellow executives and employees, share that they had a deal, and wish each other well.

These cases point to four ways to help you and your negotiating partners preserve or save face:

  1. Recognize the critical role face plays in all negotiations.
  2. Ask yourself if the solution being proposed will cause a loss of face for any party. If so, that has to be addressed, or the answer to any proposal will be no.
  3. Map out all the players involved in the negotiation, and recognize that saving face will be even more important if a negotiator has to take a solution back to certain constituents.
  4. When a hidden problem arises in negotiation – one that is hard to grasp or does not seem to make logical sense — think about face as the source.

As in many negotiations, what is visible is important. But what is invisible — and connected to face — may be the key to success.

Accountability Under Pressure

Guest post from Helen Horyza:

Under pressure, when you have been disappointed or your direction has been ignored, do you
lose your temper? Do you attack the person who made the mistake? It can happen in a split second. Unfortunately, the memory of your behavior will linger much longer in the hearts and minds of your employees. Over time, you create a culture of fear and mistrust.

So, how can you take an “accountable perspective” it the heat of a stressful moment? The answer lies in your values. Ask yourself the following questions:

· What is your why?

· What are your leadership values?

· What principles guide you at the deepest level?

When you answer these questions, you have the basis for choosing accountability under pressure.

Here is a real-life example. Dave, a former client of mine, was a Chief over about 700 people. He was working hard to create a healthy work culture. As part of this effort, Dave held a multi-day off-site meeting including both middle and top management.

On the second day of the event, one of Dave’s senior-staff members (without consulting Dave) sent middle management home to save travel and hotel costs. When Dave found out, he was livid. His entire motivation for the event was to include everyone. He was ready to attack.

I happened to be presenting at the front of the room that day and could see Dave rocking back and forth on his feet, clearly agitated. I walked to the back of the room and stood next to him. I asked him what was wrong. He explained the situation, red faced and irritated.

His anger was intense. He needed to be grounded. I asked Dave what his top three leadership values were. He looked at me like I was insane. How dare I ask such a stupid question at a moment like this? With some effort, he pulled himself together and answered.

“HIT” he said. “Helping Others, Integrity and Team Work.” I looked at Dave and calmly suggested he handle the situation based on those values. I walked back to the front of the room and continued teaching.

Several days later I checked in with Dave to find out how he resolved the offsite debacle. “I didn’t do anything” he said. “What was done was done. My values helped me remember the bigger picture. Confronting or blaming was not going to change anything. It was a mis-communication.” He now had a tangible life experience to fuel his efforts to be accountable under pressure.

Choosing accountability allows you to clear your emotions and focus on what you want to accomplish and preserve relationships. Take a few moments to identify your top three or four values. Write them and post them where you can see them every day. Practice filtering your choices through your values, driving you, and the people you lead, towards accountability.

Helen Horyza is the President of Elevate Your Career Inc., and a recognized leadership and career development expert, [email protected]. Helen integrates psychology, talent management and employee engagement to elevate organizational culture. Her most recent book is Elevate Your Career:  Live a Life You’re Truly Proud Of.