Don't sweat the small stuff

A 43-year old therapist was having anxiety over conflicts. With coaching, she discovered most of her career anxieties stemmed from sweating the small stuff. Her incorrect assumptions, she found, were clouding her perception of the conflicts. Her breakthrough was that the real problem was far different from her assumptions. This breakthrough empowered her. And she quickly devised simple solutions for resolving those conflicts. After suffering from needless anxiety for over nine months, her anxiety dissolved after just two coaching sessions.

They don’t care how much you know--until they know how much you care

This high-level senior manager wanted to improve his ability to retain and develop high-performing managers. He was a charismatic public speaker and was effective at inspiring his staff members in large groups.

Through coaching, the client realized that his one-on-one relationship skills were the key to unlocking his leadership blocks. He made the mental shifts to help him stop “performing on stage” when interacting with staff members one-on-one. He began practicing to better connect with individuals. This made a huge difference in the quality of his relationships. Now, he is able to inspire groups and motivate individuals. Retention and development of higher performing managers soon followed.

The one-degree difference that power-surged profits

A savvy business owner had built an excellent service company that met needs in her niche. Programs were well designed and rolled out. People were selectively recruited and trained. Customers were happy. And marketing brought in a steady flow of new clients.

Although good at delegating and employing qualified managers, the owner was still emotionally drained from managing over 20 staff members. Everything about her business model was top notch, except the way she thought of her staff.

During coaching, she discovered she was seeing her staff as good friends, cousins or social neighbors.

When she developed different expectations of her people and of herself, everyone became more effective. She no longer tolerated certain behaviors and attitudes among her staff. She no longer exhausted herself to deliver unnecessary expectations. This subtle one-degree difference in perceptions made a profound difference in her leadership and led to an increase in profits.

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