Coaching and Consulting — They Are Not One and the Same

You get the best results from others not by lighting a fire beneath them, but by building a fire within. ~ Bob Nelson

Have you thought about get­ting a busi­ness and life coach to help you with your busi­ness?  Or is some­one already coach­ing you?  How would you define how the coach is help­ing you? 

Coach­ing can be very ben­e­fi­cial to the over­whelmed small busi­ness owner and those in cor­po­rate man­age­ment and exec­u­tive positions.  You get help in chan­nel­ing the stress.  Work­ing with a coach forces you to stop.  You have to take a break from the every­day mat­ters and talk to your coach on a reg­u­lar basis.  That talk can be amaz­ing in help­ing you get clar­ity and focus on what mat­ters most in your world.  It can be amaz­ing at help­ing you with time man­age­ment and priorities.

What many busi­ness own­ers do not always under­stand is that coaches are not telling you some­thing you don’t already know.  At least, I am not telling you any­thing new when we are talk­ing in the coach­ing mode.  A busi­ness and life coach is some­one who helps you work on your goals and objec­tives, bring focus and clar­ify to those goals and objec­tives and main­tain a sys­tem of account­abil­ity when reach­ing those goals and objec­tives.  They are your cheer­leader and your lis­tener when you just need to talk through things.  But a coach does not set out to tell you some­thing you don’t already know. 

Many peo­ple have a prob­lem with stop­ping to think about what is impor­tant.  Many peo­ple have a prob­lem with pri­or­i­tiz­ing what is impor­tant.  They do, do, do, and keep on doing because there are so many fires to put out.  They don’t know how to say “no” when some­one asks them to do some­thing and then don’t know how to ask if it can wait until an appro­pri­ate time that works in their sched­ule.  Coach­ing, there­fore, can be very ben­e­fi­cial.  But there are times in a busi­ness life when out­side help is needed.  You need more than a coach.  You need a men­tor and a trainer.  You need some­one who can offer advise and an objec­tive opin­ion.  You need some­one who can help you with get­ting your busi­ness to the next level.  You need some­one with knowl­edge you don’t have, such as from a busi­ness or man­age­ment consultant. 

If you are start­ing to ask ques­tions that you can no longer answer, or have tasks to do that have noth­ing to do with not pri­or­i­tiz­ing but instead need help in deter­min­ing how to do those tasks, you might ben­e­fit from talk­ing to a con­sul­tant.  Lack of expe­ri­ence and knowl­edge are often things that impede busi­ness own­ers from mov­ing to the next level.  A con­sul­tant can help to men­tor and train you so you can do things, cre­at­ing the expe­ri­ence by doing.  Because a con­sul­tant is work­ing with you specif­i­cally, he or she can then deter­mine what spe­cific knowl­edge you need that he or she can share.

A con­sul­tant pro­vides expert advice such as in man­age­ment, mar­ket­ing, human resources, envi­ron­men­tal, safety, busi­ness strat­egy, and other key areas of a busi­ness.  Often busi­nesses will bring in a con­sul­tant instead of hir­ing a full-time pro­fes­sional to work on a spe­cific project or issue.  By doing this, busi­nesses can access more exper­tise than they may find in-house.  At other times, a com­pany might desire that a third-party review and advise a group with change man­age­ment assis­tance, devel­op­ing poli­cies and procedures, analyzing strategies, improving oper­a­tional ser­vices, or build­ing team players.

At 4QR, we rec­om­mend sit­ting down to dis­cuss what you are look­ing to obtain from con­sult­ing.  You want to find a con­sul­tant that feels like the right fit and can com­mu­ni­cated effec­tively to help you suc­ceed.  Con­sider the lan­guage — a con­sul­tant work­ing with exec­u­tives in medium to large cor­po­ra­tions will use terms much dif­fer­ent from a con­sul­tant work­ing with small busi­ness own­ers.  You want some­one you feel com­fort­able with. 

No mat­ter who you go to for coach­ing or con­sult­ing, it is a good idea to get some back­ground infor­ma­tion on how he or she qual­i­fies.  Both a coach and con­sul­tant should have a plan to get you to a bet­ter place by build­ing a nest and nur­tur­ing you, but you should even­tu­ally be able to fly on your own.  Think of what you would get from coach­ing and con­sult­ing as Bob Nel­son refers to in this quote, “You get the best effort from oth­ers not by light­ing a fire beneath them, but by build­ing a fire within.”

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Posted in Business Consulting, Business Plan, Coaching, Small Business, Strategic Planning, Time Management | Tagged , , , , , , , , , , , , , , , | Leave a comment

Managing Time Around Your Day

Does it seem to you that there is always a task that creeps up and needs your imme­di­ate atten­tion?  Your “to-do” list keeps on get­ting longer.  You look at your list and you feel over­whelmed.  You have no han­dle on what is the pri­or­ity; you are so far behind.  Time man­age­ment — what is that?  It all needs to get done! 

I have talked to so many peo­ple who feel over­whelmed with tasks, have lost track of time management, and work, work, work, often long days and still don’t feel caught up.  What is my advice?  Stop!

Did it ever occur to you that you might be try­ing too hard to get it all done?  If you think you can com­bine tasks to get them done quick, think again.  You can’t do too much at once.  You might need to close the door to your office, turn off the phone and pause for a period.  Take a deep breath.  Get up and stretch.  Feel any better?  

If you are con­tin­u­ously find­ing your­self work­ing long days, rack­ing up the over­time week after week and you are still not get­ting ahead, you need to rethink your plan­ning.  You are prob­a­bly at a point where you are so over­worked you are not work­ing productively. 

Tak­ing a deep breath, stretch­ing, even going for a short walk will give you a brief reprieve but will not give you the break you need.  It is too short of a break to com­pletely clear out your head of all the stress to get a grip.  You need time to relax your body, restore your mind, so that you can refo­cus on what mat­ters.  You need to pri­or­i­tize time management.

One prob­lem may be that you don’t have the length of time avail­able to take that much-needed break to help you fully gather your thoughts nec­es­sary to focus.  Although you need a retreat, you must pri­or­i­tize the issues until you can prop­erly plan to take time off from work.  And sum­mer vaca­tion is still another month away.  There­fore, the deep breath, stretch and walk will have to do. 

After you step back in the office, use that short break wisely.  Imme­di­ately man­age your time by updat­ing or rewrit­ing your to-do list.  Just that.  Don’t do any­thing else.  Part of the prob­lem: you try to multi-task.  Too often peo­ple try to fit in the plan­ning while they are imple­ment­ing the tasks in front of them, or pro­cras­ti­nate.  You have to stop the urge to start doing the tasks on your action list and leave time to plan.  You need to real­is­ti­cally pri­or­i­tize what you can do with the hours you are sup­posed to be work­ing.  Plan­ning is a crit­i­cal part of time man­age­ment that needs your proper atten­tion on a daily, weekly, monthly, quar­terly, and annual basis. 

Our great­est dan­ger in life is in per­mit­ting the urgent things to crowd out the impor­tant.” ~ Charles E. Hummel

When you are over­worked and try to cut cor­ners around your plan­ning, you sac­ri­fice qual­ity.  Every­thing runs together and becomes a blur.  You fail to rec­og­nize the impor­tance of good plan­ning.  You go from one thing to the next, fit­ting in a hap­haz­ard plan for the next task on your list with­out ground­ing your­self so you can actu­ally think about the goals, steps, pri­or­i­ties, things you will need, and things you can delegate.

Most things need your full atten­tion to be done effi­ciently!  Oth­er­wise you get a result that is sub­stan­dard.  I chal­lenge you to take 30 days , try mak­ing an hour first thing each morn­ing to take some quiet time and fully con­cen­trate on cre­at­ing a daily to-do list. 

Keep your thoughts clear and con­cen­trated on putting together that list.  Once your list is there, look for tasks that relate to one another.  Con­sider what pri­or­i­ties you have.  Some things might be quick so you can feel a sense of accom­plish­ment when you get them done – but don’t con­cen­trate on all the quick tasks.  You prob­a­bly have more pri­or­i­tized tasks that need doing.  You also prob­a­bly have things you are wait­ing on or that oth­ers are wait­ing for you to do.  And you prob­a­bly can’t keep on accept­ing to do things when oth­ers ask for help.

Learn­ing to ignore things is one of the great paths to inner peace.” ~ Robert J. Sawyer

Accept that you might only have time to tackle the most essen­tial.  Doing your most essen­tial tasks are often what makes you have a more pro­duc­tive day!  And as you get more and more pro­duc­tive days, you may be sur­prised to find you can increase your pro­duc­tiv­ity with­out those long hours.

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Posted in Business Consulting, Business Plan, Coaching, Management Training, Quotes, Strategic Planning, Time Management | Tagged , , , | Leave a comment

How Important is that Business Card?

One of the greatest diseases is to be nobody to anybody. Mother Teresa

Get­ting your mes­sage out and being noticed for your prod­ucts and ser­vices can be chal­leng­ing.  You want peo­ple to con­tact you when they need what you have to offer.   Besides adver­tis­ing, peo­ple might remem­ber you from a net­work­ing event.  That means you need to be remem­bered.  What can you do to impress them enough that they will remem­ber you?  Will they think pos­i­tive about that encounter?  Did they get your information?

Oh, that is right.  You didn’t want to pass them your card because they didn’t ask.  You didn’t want to sound like the pushy sales type.  And you don’t want to go around hand­ing out busi­ness cards with­out giv­ing any small talk as if you were on the prowl!  That type of net­worker is more of a dis­ease.  As Mother Teresa would say, “One of the great­est dis­eases is to be nobody to any­body.”  So now what?  

Peo­ple won’t do busi­ness with you if they don’t remem­ber who you are (or remem­ber you in the wrong way).  They won’t do busi­ness if they don’t know how to con­tact you!  You may need to net­work better. 

Net­work­ing offers you the chance to meet and impress, it offers you the chance to qual­ify if the per­son you meet is some­one you want to know and do busi­ness with, it offers you the chance to grow that rela­tion­ship into opportunity. 

That said, it should be obvi­ous — net­work­ing is not about hand­ing out busi­ness cards!  But busi­ness cards can play an impor­tant role in your net­work­ing.  More and more, you need to think about mar­ket­ing strategy. 

Your strate­gic plan in net­work­ing should start with going to events where you can meet your ideal cus­tomers or peo­ple who have con­nec­tions with your ideal cus­tomers.  Refer­ral mar­ket­ing can be an impor­tant strat­egy for your mar­ket­ing plan.  As you meet peo­ple, deter­mine if you want to know the per­son more and be able to con­nect with them fur­ther.  What is your impres­sion of the per­son?  Can you help to con­nect them with oth­ers?  Is this a per­son you would want to refer? 

A next step in your strate­gic plan is fol­low­ing up with those you net­work with.  Do you want to stay in con­tacted with the person?  Have a strat­egy to get the busi­ness cards from those peo­ple you have impressed and qual­i­fied, and who in return have impressed you.  Once you have got­ten to the point where you feel you both can help the other, pass the busi­ness card.  Ask!  Make it a nat­ural part of your con­ver­sa­tion.  Find out how you can help them and then ask for their busi­ness card.

Now that you have their busi­ness card, you need to make that busi­ness card impor­tant dur­ing the short time that per­son will remem­ber you until the next encounter.  But how can you make the busi­ness card impor­tant?  If you wait too long they won’t remem­ber you.  For them to have your busi­ness card might not mat­ter after an event where they have sev­eral cards.  You have to make it matter! 

When you get a person’s card, arrange to follow-up by call­ing, meet­ing, or some other form of com­mu­ni­ca­tion.  After the encounter don’t wait too long to do some research.  Check to see what infor­ma­tion is on the card.  Web­sites are impor­tant for sources of infor­ma­tion.  Visit it to learn more about the per­son.  The web­site might help to remind you about some­thing they said.  Share a mes­sage with them that lets them know you are inter­ested in what they do and offer to help.  Remind them of the follow-up plans you made.

Another mar­ket­ing strat­egy for follow-up is to con­nect with them on social media.  More and more peo­ple are includ­ing their social media links on their busi­ness cards.  Oth­er­wise they might have the links on a web­site.  LinkedIn is a great exam­ple of a social media plat­form that helps you share your ideas and infor­ma­tion with a spe­cific per­son with­out being intru­sive.  No one wants the sales hype.  But imag­ine hav­ing a net­work that sees your posts on a reg­u­lar basis.  In your posts, you can share what you are work­ing on and pro­vide infor­ma­tion that reaf­firms you as the expert.

The more you are in front of peo­ple, the bet­ter net­work­ing poten­tial there is for you to do busi­ness.  Peo­ple like to refer busi­ness to peo­ple they know and trust.  Your busi­ness card helps to pro­vide con­tact infor­ma­tion.  It’s mar­ket­ing value is in the infor­ma­tion it pro­vides.  If you stay in touch with them, the more poten­tial there is that they will want to stay in touch with you.  As the rela­tion­ship grows, your con­tact infor­ma­tion on a busi­ness card becomes more important.

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