Hire A Coach Quotes

I stand in the center aisle of the auditorium, a wounded zebra in a National Geographic special, looking for someone, anyone to sit next to. A predator approaches: gray jock buzz cut, whistle around a neck thicker than his head. Probably a social studies teacher, hired to coach a blood sport.

Tutoring a four year old to get into an exclusive preschool made as much sense as hiring a swim coach for a guppy.

Hiring a management consulting company is an investment into the success of your business. Even if your business is the best, it can be better. And good consultants help businesses to be better.

The only dream I ever had was the dream of New York itself, and for me, from the minute I touched down in this city, that was enough. It became the best teacher I ever had. If your mother is anything like mine, after all, there are a lot of important things she probably didn't teach you: how to use a vibrator; how to go to a loan shark and pull a loan at 17 percent that's due in thirty days; how to hire your first divorce attorney; what to look for in a doula (a birth coach) should you find yourself alone and pregnant. My mother never taught me how to date three people at the same time or how to interview a nanny or what to wear in an ashram in India or how to meditate. She also failed to mention crotchless underwear, how to make my first down payment on an apartment, the benefits of renting verses owning, and the difference between a slant-6 engine and a V-8 (in case I wanted to get a muscle car), not to mention how to employ a team of people to help me with my life, from trainers to hair colorists to nutritionists to shrinks. (Luckily, New York became one of many other moms I am to have in my lifetime.) So many mothers say they want their daughters to be independent, but what they really hope is that they'll find a well-compensated banker or lawyer and settle down between the ages of twenty-five and twenty-eight in Greenwich, Darien, or That Town, USA, to raise babies, do the grocery shopping, and work out in relative comfort for the rest of their lives. I know this because I employ their daughters. They raise us to think they want us to have careers, and they send us to college, but even they don't really believe women can be autonomous and take care of themselves.

We hire coaches for our mindsets, attend conferences to improve our skill set, work with specialists for every need in our business and wonder why we feel like we’re all over the place.

Bill liked to tell a story about when he was at Intuit and they started getting into banking products. They hired some product managers with banking experience. One day, Bill was at a meeting with one of those product managers, who presented his engineers with a list of features he wanted them to build. Bill told the poor product manager, if you ever tell an engineer at Intuit which features you want, I’m going to throw you out on the street. You tell them what problem the consumer has. You give them context on who the consumer is. Then let them figure out the features. They will provide you with a far better solution than you’ll ever get by telling them what to build.

We need to be doing a better job preparing our teens and young adults for employment during their high school and college years. But just as importantly, we need to be educating workplaces, job coaches, corporations, and business leaders about the benefits of hiring a person on the spectrum.

Hiring a talented teacher or coach is the closest the rich can get to buying their children talent.

War thoughts again. I think back to the business cards from that health shop earlier on. I think about miniature wars that individuals fight all the time. They fight against cellulite, or negative emotions, or addictions, or stress. I think about how we can now hire all different sorts of mercenaries to help us fight against ourselves…Therapists, manicurists, hairdressers, personal trainers, life coaches. But what’s it all for? What do all these little wars achieve? Although it is a part of my life too, and I want to be thin and pretty and not laughed at in the street and not so stressed and mad that I start screaming on the tube, it suddenly seems a little bit ridiculous. All the time we do these things we are trying to enlist ourselves into a bigger war. We are trying to join up, constantly, with the enemy. - Hitler tried to impose his shiny, blonde, neat, sparkling world on us all and we resisted. So how is it that when McDonald’s and Disney and The Gap and L’Oreal and all the others try to do the same thing we all just say, ‘OK’? Hitler needed marketing, that’s all. His propaganda was, of course, brilliant for its time, everyone knows that. What a great idea, to make people feel that they belong to something, that their identity makes them special. If Hilter had bee able to enlist a twenty-first-century marketing department, would he have been able to sell Nazism to everyone? Why not? You can just see a beautiful, thin woman with her long blonde hair moving softly in the breezes, and the tagline ‘Because I’m worth it’.

Only 12 managers have lasted more than three years with the Indians, and only three of those who did last longer than three years managed to do so without a winning record. The Indians have made strides in many areas the last three years and the shifts and changes amongst the coaching staff resulted in a highly respected group that was anxious and ready to guide the Tribe back to the postseason, but unfortunately it never materialized. Turns out the three-year threshold is a pretty solid limit for how patient an organization is when it comes to managers, and the gains made in 2011 were completely lost and then some in 2012. Acta’s tenure with the club came to an end with six games left on the 2012 schedule. He ranks 13th in franchise history for games managed, but any optimisim regarding the Tribe in 2013 will rest squarely with new hire Terry Francona.

The latter part of our Journey from the entrance of Wiltshire into Salisbury was very rough and abounded with Jolts, the Holes we were obliged to go through being very many and some of them Deep; and so it was with much Relief that we left the Coach at Salisbury and hired two Horses for the road across the Avon to the Plain and Stone-henge. When we came to the edge of this sacred Place, we tethered our Horses to the Posts provided and then, with the Sunne direct above us, walked over the short grass which (continually cropt by the flocks of Sheep) seemed to spring us forward to the great Stones. I stood back a little as Sir Chris. walked on, and I considered the Edifice with steadinesse: there was nothing here to break the Angles of Sight and as I gaz'd I opened my Mouth to cry out but my Cry was silent; I was struck by an exstatic Reverie in which all the surface of this Place seemed to me Stone, and the Sky itself Stone, and I became Stone as I joined the Earth which flew on like a Stone through the Firmament. And thus I stood until the Kaw of a Crow rous'd me: and yet even the call of the black Bird was an Occasion for Terrour, since it was not of this Time. I know not how long a Period I had traversed in my Mind, but Sir Chris. was still within my Sight when my Eyes were cleard of Mist. He was walking steadily towards the massie Structure and I rushed violently to catch him, for I greatly wished to enter the Circle before him. I stopped him with a Cry and then ran on: when Crows kaw more than ordinary, said I when I came up to him all out of Breath, we may expect Rain. Pish, he replied. He stopped to tye his Shooe, so then I flew ahead of him and first reached the Circle which was the Place of Sacrifice. And I bowed down.

Doudna deeply enjoyed being a bench scientist, a researcher who gets to the lab early, puts on latex gloves and a white coat, and begins working with pipettes and Petri dishes. For the first few years after setting up her lab at Berkeley, she was able to work at the bench half her time. “I didn’t want to give that up,” she says. “I think I was a pretty good experimenter. That’s how my mind works. I can see experiments in my mind, especially when I am working myself.” But by 2009, after her return from Genentech, Doudna realized that she had to spend more time cultivating her lab rather than her bacterial cultures. This transition from player to coach happens in many fields. Writers become editors, engineers become managers. When bench scientists become lab heads their new managerial duties include hiring the right young researchers, mentoring them, going over their results, suggesting new experiments, and offering up the insights that come from having been there.

All A players have six common denominators. They have a scoreboard that tells them if they are winning or losing and what needs to be done to change their performance. They will not play if they can’t see the scoreboard. They have a high internal, emotional need to succeed. They do not need to be externally motivated or begged to do their job. They want to succeed because it is who they are . . . winners. People often ask me how I motivate my employees. My response is, “I hire them.” Motivation is for amateurs. Pros never need motivating. (Inspiration is another story.) Instead of trying to design a pep talk to motivate your people, why not create a challenge for them? A players love being tested and challenged. They love to be measured and held accountable for their results. Like the straight-A classmate in your high school geometry class, an A player can hardly wait for report card day. C players dread report card day because they are reminded of how average or deficient they are. To an A player, a report card with a B or a C is devastating and a call for renewed commitment and remedial actions. They have the technical chops to do the job. This is not their first rodeo. They have been there, done that, and they are technically very good at what they do. They are humble enough to ask for coaching. The three most important questions an employee can ask are: What else can I do? Where can I get better? What do I need to do or learn so that I continue to grow? If you have someone on your team asking all three of these questions, you have an A player in the making. If you agree these three questions would fundamentally change the game for your team, why not enroll them in asking these questions? They see opportunities. C players see only problems. Every situation is asking a very simple question: Do you want me to be a problem or an opportunity? Your choice. You know the job has outgrown the person when all you hear are problems. The cost of a bad employee is never the salary. My rules for hiring and retaining A players are: Interview rigorously. (Who by Geoff Smart is a spectacular resource on this subject.) Compensate generously. Onboard effectively. Measure consistently. Coach continuously.

SPIEGEL: You have a lot of respect for the Dalai Lama, you even rewrote some Buddhist writings for him. Are you a religious person? Cleese: I certainly don't think much of organized religion. I am not committed to anything except the vague feeling that there is something more going on than the materialist reductionist people think. I think you can reduce suffering a little bit, like the Buddhists say, that is one of the few things I take seriously. But the idea that you can run this planet in a rational and kind way -- I think it's not possible. There will always be these sociopaths at the top -- selfish people, power-seekers who want to spend their whole lives seeking it. Robin Skynner, the psychiatrist that I wrote two books with, said to me that you could begin to enjoy life when you realized how bad the planet is, how hopeless everything is. I reached that point these last two or three years when I saw that our existence here is absolutely hopeless. I see the rich people have got a stranglehold on us. If somebody had said that to me when I was 20, I would have regarded him as a left-wing loony. SPIEGEL: You may not have been a left-wing loony, but you were happy to attack and ridicule the church. The "Life of Brian," the story of a young man in Judea who isn't Jesus Christ, but is nevertheless followed like a savior and crucified afterwards, was regarded as blasphemy when it was released in 1979. Cleese: Well there was a small number of people in country towns, all very conservative, who got upset and said, "You can't show the film." So people hired a coach and drove 15 miles to the next town and went to see the film there. But a lot of Christians said, "We got it, we know that the joke is not about religion, but about the way people follow religion." If Jesus saw the Spanish Inquisition I think he would have said, "What are you doing there?" SPIEGEL: These days Muslims and Islam are risky subjects. Do you think they are good issues for satire? Cleese: For sure. In 1982, Graham Chapman and I wrote a number of scenes for "The Meaning of Life" movie which had an ayatollah in them. This ayatollah was raging against all the evil inventions of the West, you know, like toilet paper. These scenes were never included in the film, although I thought they were much better than many other scenes that were included. And that's why I didn't do any more Python films: I didn't want to be outvoted any longer. But I wouldn't have made fun of the prophet. SPIEGEL: Why not? Cleese: How could you? How could you make fun of Jesus or Saint Francis of Assisi? They were wonderful human beings. People are only funny when they behave inappropriately, when they've been taken over by some egotistical emotion which they can't control and they become less human. SPIEGEL: Is there a difference between making fun of our side, so to speak, the Western, Christian side, and Islam? Cleese: There shouldn't be a difference. [SPIEGEL Interview with John Cleese: 'Satire Makes People Think' - 2015]

Sophie heard the sound of booted feet stomping in the hallway. Good heavens, Merriweather or Higgins would be coming to check on her. She rose, swiped at her cheeks, and set aside the baby’s spoon and rag. Then a thought hit her that had her sitting down hard on the bench again: her brothers. Oh, please God, not those three. Yes, she’d missed them terribly, but at that precise moment, she didn’t want to see anybody, not one soul except the very person she would never see again. Vim. He stood in the doorway, looking haggard, chilled to the bone, and so, so dear. Sophie flew across the kitchen to embrace him, the sob escaping her midflight. “I’m sorry,” he said, his arms going around her. “There were no coaches going to Kent, no horses to hire for a distance that great. No horses to buy, not even a mule. All day… I tried all day.” He sounded exhausted, and the cold came off him palpably. His cheeks were rosy with it, his voice a little hoarse, and against his ruddy complexion, his blue eyes gleamed brilliantly. “You must be famished.” Sophie did not let him go while she made that prosaic, female observation. Despite all she’d eaten, she was famished—for the sight of him, for the sound of his voice, and oh, for the feel of his tall body against her. “Hungry,

Did the countess tell you what was said between her and me?” Lillian asked tentatively. Marcus shook his head, his mouth twisting. “She told me that you had decided to elope with St. Vincent.” “Elope?” Lillian repeated in shock. “As if I deliberately… as if I had chosen him over—” She stopped, aghast, as she imagined how he must have felt. Although she had not shed a single tear during the entire day, the thought that Marcus might have wondered for a split second if yet another woman had left him for St. Vincent… it was too much to bear. She burst into noisy sobs, startling herself as well as Marcus. “You didn’t believe it, did you? My God, please say you didn’t!” “Of course I didn’t.” He stared at her in astonishment, and hastily reached for a table napkin to wipe at the stream of tears on her face. “No, no, don’t cry—” “I love you, Marcus.” Taking the napkin from him, Lillian blew her nose noisily and continued to weep as she spoke. “I love you. I don’t mind if I’m the first one to say it, nor even if I’m the only one. I just want you to know how very much—” “I love you too,” he said huskily. “I love you too. Lillian… Please don’t cry. It’s killing me. Don’t.” She nodded and blew into the linen folds again, her complexion turning mottled, her eyes swelling, her nose running freely. It appeared, however, that there was something wrong with Marcus’s vision. Grasping her head in his hands, he pressed a hard kiss to her mouth and said hoarsely, “You’re so beautiful.” The statement, though undoubtedly sincere, caused her to giggle through her last hiccupping sobs. Wrapping his arms around her in an embrace that was just short of crushing, Marcus asked in a muffled voice, “My love, hasn’t anyone ever told you that it’s bad form to laugh at a man when he’s declaring himself?” She blew her nose with a last inelegant snort. “I’m a hopeless case, I’m afraid. Do you still want to marry me?” “Yes. Now.” The statement shocked her out of her tears. “What?” “I don’t want to return with you to Hampshire. I want to take you to Gretna Green. The inn has its own coach service— I’ll hire one in the morning, and we’ll reach Scotland the day after tomorrow.” “But… but everyone will expect a respectable church wedding…” “I can’t wait for you. I don’t give a damn about respectability.” A wobbly grin spread across Lillian’s face as she thought of how many people would be astonished to hear such a statement from him. “It smacks of scandal, you know. The Earl of Westcliff rushing off for an anvil wedding in Gretna Green…” “Let’s begin with a scandal, then.” He kissed her, and she responded with a low moan, clinging and arching against him, until he pushed his tongue deeper, molding his lips tighter over hers, feasting on the warm, open silkiness of her mouth. Breathing heavily, he dragged his lips to her quivering throat. “Say, ‘Yes, Marcus,’” he prompted. “Yes, Marcus.

Lucinda,” Elizabeth said for the third time in an hour, “I cannot tell you how sorry I am about this.” Five days ago, Lucinda had arrived at the inn at the Scottish border where she joined Elizabeth for the journey to Ian Thornton’s house. This morning, their hired coach broke an axle, and they were now ignominiously ensconced on the back of a hay wagon belonging to a farmer, their trunks and valises tipping precariously to and fro along the rutted path that evidently passed for a road in Scotland. The prospect of arriving in a hay wagon on Ian Thornton’s doorstep was so horrible that Elizabeth preferred to concentrate on her guilt, rather than her forthcoming meeting with the monster who had ruined her life. “As I said the last time you apologized, Elizabeth,” Lucinda replied, “it is not your fault, and therefore not your responsibility to apologize, for the deplorable lack of roads and conveyances in this heathen country.” “Yes, but if it weren’t for me you wouldn’t be here.” Lucinda sighed impatiently, clutched the side of the hay wagon as it made a particularly sharp lurch, and righted herself. “And as I have already admitted, if I hadn’t been deceived into mentioning Mr. Thornton’s name to your uncle, neither of us would be here. You are merely experiencing some nervousness at the disagreeable prospect of confronting the man, and there is no reason in the world-“The wagon tipped horribly and they both clutched at the sides of it for leverage. “-no reason in the world to continue apologizing. Your time would be better spent preparing yourself for the unhappy occasion.” “You’re right, of course.” “Of course,” Lucinda agreed unhesitatingly. “I am always right, as you know. Nearly always,” she amended, obviously thinking of how she had been misled by Julius Cameron into revealing the name of Ian Thornton as one of Elizabeth’s former suitors.

It was a particular pleasure when she climbed into the dark confines of her coach and sat back with a deep sigh, all without realizing he was sitting in the shadows across from her. She rapped on the roof three times, and the coach pulled away with the horses at a sedate walk. “Did you have fun, Miss Windham?” She didn’t scream, which was a point in her favor, though her hand disappeared into her reticule. “You might hit me at this range, even in the dark,” Hazlit said. “But I really wish you wouldn’t. In such a situation, even a gentleman might be forced to take desperate measures.” “Good evening, Mr. Hazlit. Not quite a pleasure to see you.” “You hired me, Miss Windham. Were we to communicate exclusively in notes written in disappearing ink?” “No.” Her ungloved hand emerged from her reticule. “I meant I can’t quite see you.” She took off her other glove and stuffed them both into her bag. “I suppose it makes sense you’d prefer to meet in private. I wasn’t sure whether to approach you, since you insist on determining the time and place you meet with a client. You did not look to be enjoying yourself.” “You did.” How could peevishness creep into only two syllables? In the dark, her teeth gleamed in a smile. “I did. A little bit, I did. There are advantages to being on the shelf, though I’ve yet to truly appreciate them.” “One being that you can tease and flirt and carry on like a strumpet all night?” The peevishness was gone, but Hazlit hardly liked himself for the condescension that had taken its place. “If I’m flirting and teasing, then the gentlemen are also flirting and teasing, and yet you hardly compare them to streetwalkers. They are being gallant, but you accuse me of being immoral. Hardly fair, Mr. Hazlit.” “They do not have their hair swinging around their backsides like some dollymop working the docks.” She went still, as if he’d slapped her, and Hazlit had to wonder if she wouldn’t be justified in shooting him.

In the fall of 1990 Iraq invaded Kuwait, and in the run-up to the Gulf War, Americans were sickened by a story that emerged. On October 10, 1990, a fifteen-year-old refugee from Kuwait appeared before a congressional Human Rights Caucus.23 The girl—she would give only her first name, Nayirah—had volunteered in a hospital in Kuwait City. She tearfully testified that Iraqi soldiers had stolen incubators to ship home as plunder, leaving over three hundred premature infants to die. Our collective breath was taken away—“These people leave babies to die on the cold floor; they are hardly human.” The testimony was seen on the news by approximately 45 million Americans, was cited by seven senators when justifying their support of war (a resolution that passed by five votes), and was cited more than ten times by George H. W. Bush in arguing for U.S. military involvement. And we went to war with a 92 percent approval rating of the president’s decision. In the words of Representative John Porter (R-Illinois), who chaired the committee, after Nayirah’s testimony, “we have never heard, in all this time, in all circumstances, a record of inhumanity, and brutality, and sadism, as the ones that [Nayirah had] given us today.” Much later it emerged that the incubator story was a pseudospeciating lie. The refugee was no refugee. She was Nayirah al-Sabah, the fifteen-year-old daughter of the Kuwaiti ambassador to the United States. The incubator story was fabricated by the public relations firm Hill + Knowlton, hired by the Kuwaiti government with the help of Porter and cochair Representative Tom Lantos (D-California). Research by the firm indicated that people would be particularly responsive to stories about atrocities against babies (ya think?), so the incubator tale was concocted, the witness coached. The story was disavowed by human rights groups (Amnesty International, Human Rights Watch) and the media, and the testimony was withdrawn from the Congressional Record—long after the war.

I can only imagine the sort of havoc Oliver must have wreaked as a boy.” Oliver handed Minerva in, then climbed in to sit beside her. “We weren’t that bad.” “Don’t listen to him,” Minerva exclaimed, her eyes twinkling. “One dull evening, he and his friends went to a ball dressed in the livery of the hired footmen. Then they proceeded to drink up the liquor, flirt and wink at the elderly ladies until they were all blushing, and make loud criticisms of the entertainment. After the lady of the house caught on to their scheme and rounded up some stout young men to throw them out, they stole a small stone cupid she had in her garden and sent her a ransom note for it.” “How the devil do you know that?” Oliver asked. “You were, what, eleven?” “Twelve,” Minerva said. “And it was all Gran’s servants could talk about. Made quite a stir in society, as I recall. What was the ransom? A kiss for each of you from the lady’s daughter?” A faint smile touched Oliver’s lips. “And she never did pay it. Apparently her suitors took issue with it. Not to mention her parents.” “Good heavens,” Maria said. “Come to think of it,” Oliver mused aloud, “I believe Kirkwood still has that cupid somewhere. I should ask him.” “You’re as bad as Freddy and my cousins,” Maria chided. “They put soap on all the windows of the mayor’s carriage on the very day he was supposed to lead a procession through Dartmouth. You should have seen him blustering when he discovered it.” “Was he a pompous idiot?” Oliver asked. “A lecher, actually. He tried to force a kiss on my aunt. And him a married man, too!” “Then I hope they did more than soap his windows,” Oliver drawled. The comment caught Maria by surprise. “And you, of course, have never kissed a married woman?” “Not if they didn’t ask to be kissed,” he said, a strange tension in his voice. “But we weren’t speaking of me, we were speaking of Dartmouth’s dastardly mayor. Did soaping his windows teach him a lesson?” “No, but the gift they left for him in the coach did the trick. They got it from the town’s largest cow.” Oliver and Minerva both laughed. Mrs. Plumtree did not. She was as silent as death beside Maria, clearly scandalized by the entire conversation. “Why do boys always feel an urgent need to create a mess others are forced to clean up?” Minerva asked. “Because they know how it irritates us,” Maria said.

THE PAYOFF IS EXTRAORDINARY I was giving a seminar in Detroit a couple of years ago when a young man, about thirty years old, came up to me at the break. He told me that he had first come to my seminar and heard my “3 Percent Rule” about ten years ago. At that time, he had dropped out of college, was living at home, driving an old car, and earning about $20,000 a year as an office-to-office salesman. He decided after the seminar that he was going to apply the 3 Percent Rule to himself, and he did so immediately. He calculated 3 percent of his income of $20,000 would be $600. He began to buy sales books and read them every day. He invested in two audio-learning programs on sales and time management. He took one sales seminar. He invested the entire $600 in himself, in learning to become better. That year, his income went from $20,000 to $30,000, an increase of 50 percent. He said he could trace the increase with great accuracy to the things he had learned and applied from the books he had read and the audio programs he had listened to. So the following year, he invested 3 percent of $30,000, a total of $900, back into himself. That year, his income jumped from $30,000 to $50,000. He began to think, “If my income goes up at 50 percent per year by investing 3 percent back into myself, what would happen if I invested 5 percent? KEEP RAISING THE BAR The next year, he invested 5 percent of his income, $2,500, into his learning program. He took more seminars, traveled cross-country to a conference, bought more audio- and video-learning programs, and even hired a part-time coach. And that year, his income doubled to $100,000. After that, like playing Texas Hold-Em, he decided to go “all in” and raise his investment into himself to 10 percent per year. He told me that he had been doing this every since. I asked him, “How has investing 10 percent of your income back into yourself affected your income?” He smiled and said, “I passed a million dollars in personal income last year. And I still invest 10 percent of my income in myself every single year.” I said, “That’s a lot of money. How do you manage to spend that much money on personal development?” He said, “It’s hard! I have to start spending money on myself in January in order to invest it all by the end of the year. I have an image coach, a sales coach, and a speaking coach. I have a large library in my home with every book, audio program, and video program on sales and personal success I can find. I attend conferences, both nationally and internationally in my field. And my income keeps going up and up every year.

Most exciting, the growth mindset can be taught to managers. Heslin and his colleagues conducted a brief workshop based on well-established psychological principles. (By the way, with a few changes, it could just as easily be used to promote a growth mindset in teachers or coaches.) The workshop starts off with a video and a scientific article about how the brain changes with learning. As with our “Brainology” workshop (described in chapter 8), it’s always compelling for people to understand how dynamic the brain is and how it changes with learning. The article goes on to talk about how change is possible throughout life and how people can develop their abilities at most tasks with coaching and practice. Although managers, of course, want to find the right person for a job, the exactly right person doesn’t always come along. However, training and experience can often draw out and develop the qualities required for successful performance. The workshop then takes managers through a series of exercises in which a) they consider why it’s important to understand that people can develop their abilities, b) they think of areas in which they once had low ability but now perform well, c) they write to a struggling protégé about how his or her abilities can be developed, and d) they recall times they have seen people learn to do things they never thought these people could do. In each case, they reflect upon why and how change takes place. After the workshop, there was a rapid change in how readily the participating managers detected improvement in employee performance, in how willing they were to coach a poor performer, and in the quantity and quality of their coaching suggestions. What’s more, these changes persisted over the six-week period in which they were followed up. What does this mean? First, it means that our best bet is not simply to hire the most talented managers we can find and turn them loose, but to look for managers who also embody a growth mindset: a zest for teaching and learning, an openness to giving and receiving feedback, and an ability to confront and surmount obstacles. It also means we need to train leaders, managers, and employees to believe in growth, in addition to training them in the specifics of effective communication and mentoring. Indeed, a growth mindset workshop might be a good first step in any major training program. Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value. With a belief in development, such programs give meaning to the term “human resources” and become a means of tapping enormous potential.

In the early 1990s, Target adopted some of Walt Disney’s staff training and customer service initiatives. It has since developed a variety of methods—from hiring to coaching to grading performance—to ensure “team members” embody the motto “fast, fun and friendly.” (See Chapter 5.)

But there isn’t much else most club managers can do to push their teams up the table. After all, players matter much more. As Johan Cruijff said when he was coaching Barcelona, “If your players are better than your opponents, 90 percent of the time you will win.” There cannot be many businesses where a manager would make such an extravagant claim. The chairman of General Motors does not say that the art of good management is simply hiring the best designers or the best production managers.

good summary: to hire people who are a good fit for your vision, your organization, and the job itself; to listen to them, challenge your limiting assumptions about them, and deal with them as individuals; to create clear agreements with them, provide balanced behavioral feedback, and delegate appropriately and well; to coach them to develop in areas where they have potential and interest.

Differential factor. When you strategically develop your value-based résumé, you will define the differential factor. The differential factor represents highly valuable skills, qualifications, and other employment assets that set you apart from other qualified candidates, that make you STAND OUT. Oftentimes, the differential factor is what tips the hiring scale in your favor! For instance, if you have an industry-wide reputation, your reputation might be the differential factor. If you are a black belt in Six Sigma, that may constitute the differential factor. A number of years ago, I coached a chief financial officer who worked for a legendary golf professional. Having worked for a famous golf professional was the differential factor because many hiring managers found it unique and intriguing to interview (and hire) someone who worked for a celebrity. Perhaps you are bilingual; this may represent the differential factor. When you identify the differential factor, you’ll provide your job campaign with a distinct advantage in landing a job quickly in the toughest of job markets.

have long thought that the political economists selected the wrong Defoe story. Moll Flanders is a far better model for how commodity production and circulation work. Moll behaves like the quintessential commodity for sale. She is constantly speculating on the desires of others, and others are constantly speculating on her desires (the great moment occurs when, effectively broke, she spends every last penny on hiring a grand outfit including coach and horses and appropriate jewelry to go to a ball where she enamors a young nobleman and elopes with him that night, only to find out the next morning that he is broke too, at which point they both see the humor of it all and amicably part ways). She travels the world (even goes to colonial Virginia), spends time in debtors’ prison; her fortune fluctuates up and down. She circulates like a monetary object in a sea of commodity exchanges. Moll Flanders is a much better analogy for the way capitalism, particularly the speculative Wall Street variety, really works.

When you are scaling a sales team, the to-do list is endless. Hiring, training, coaching, pipeline reviews, forecasting, enterprise deal support, leadership development, and cross-functional communication are all part of the day-to-day.

Coaching offers customized, one-on-one support to assist individuals in reaching their goals. The process involves goal setting, identifying obstacles, brainstorming solutions and creating a workable action plan.

SMART is an acronym for Specific, Measurable, Achievable, Reasonable and Time-oriented.

They’ve taken every workshop they can, have lives full of books, gone to therapy, hired coaches, studied and learned every success strategy they can. Yet, they can’t quite create the abundance they’re seeking in their lives. Oh sure, they can get it

One exhibition to which Tom Norman became particularly attached was his family of midgets. It consisted of two midgets, billed as man and wife and always brought into town in a specially constructed miniature coach drawn by ponies. In each town on the tour he made a point of closing the show down for a few days so as to allow the lady midget to ‘give birth to her baby’. A new-born infant would then be hired to stand in for the hypothetical offspring, and even larger queues always gathered after such a ‘happy event’ to see the new arrival. The only problem was the difficulty he had in restraining the ‘mother’ from swearing volubly, smoking a pipe and drinking gin in front of the customers. The exhibition finally came to grief when the ‘mother’ ran away one night, objecting to being displayed as a woman any longer, both midgets being men.

Erecting gaudy buildings did not bring Donald Trump the national attention he craved. It was football that made him famous. Hiring a new general manager for his real estate firm drew little media attention, but “I hire a coach for a football team and there are sixty or seventy reporters calling to interview me.” Trump’s foray into professional football provides an early example of a business career built on breaking, ignoring, or making up rules. In

When I asked May how long she had been feeling disengaged, her first answer was “I’m going through this now.” Before I could get out my next question, she choked off a wry laugh and said, “Looking back, I think it’s been going on all seven years here, stemming from soulless work.” She actually felt a sense of unease dating back to her first day on the job when she went home that night and told herself, “This work just isn’t my passion.” Tamping down those feelings, and giving in to her fears, May stayed—hopefully for only a limited time—but just for the money she desperately needed. It wasn’t the work that caused these feelings of disengagement per se, but more the feeling that she was not where she was supposed to be. While she went about doing her job with a smile on her face, her inner voice kept saying, “This isn’t right.” May felt like she had developed Attention Deficit Disorder (ADD) in her current role because her body needed, in fact craved, movement. She couldn’t seem to focus. For May, the underlying cause of disengagement was a strong feeling that her job didn’t align with her core values—the essence of who she is. As she searched to name her feelings and how to deal with the overwhelming sadness across the years, she talked to friends, hired coaches, learned new skills, and most importantly built an escape route. But she still felt angst and isolation. Finally, she approached her boss and indicated she was about to blow like a volcano. That was the catalyst for change. May knew it was time to listen to her inner voice and leave this job when the right opportunity presented itself. Although she hasn’t left yet, the fact that she has an escape plan has made the waiting so much easier, just knowing there is an out. May’s message to others struggling with this disease is to know you are not alone, don’t give up on your dream, keep the faith, and it will eventually lead you to a sunnier side of the street.

One of the few appealing things about him was that he had figured out that his personality was a problem and, in classic “get it done” style, had hired a coach to make him less of an asshole. She could see that working in his face.

Let me be clear on this: the best product companies hire competent people of character, and then coach and develop them into members of extraordinary teams.

Brailsford had been hired to put British Cycling on a new trajectory. What made him different from previous coaches was his relentless commitment to a strategy that he referred to as “the aggregation of marginal gains,” which was the philosophy of searching for a tiny margin of improvement in everything you do. Brailsford said, “The whole principle came from the idea that if you broke down everything you could think of that goes into riding a bike, and then improve it by 1 percent, you will get a significant increase when you put them all together.

If things didn’t work out last year doing them a certain way, you should hire someone who has done it before to teach you how to do it this year. THIS is the secret of high achievers.

If things didn’t work out last year doing them a certain way, you should hire someone who has done it before to teach you how to do it this year.

BILL’S FRAMEWORK FOR 1:1s AND REVIEWS PERFORMANCE ON JOB REQUIREMENTS Could be sales figures Could be product delivery or product milestones Could be customer feedback or product quality Could be budget numbers RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world?

If Bryant knew, it was something of a secret to those hoping otherwise. The college recruiting letters arrived by the boatload—from Duke and North Carolina, from UCLA and USC, from Delaware and Drexel and Villanova and Temple. This was the fall of 1995, and at the time Joe Bryant was in his second year as an assistant at nearby La Salle University, his alma mater. He had been hired in 1993 by Speedy Morris, the head coach, and while the official reasoning was that the program needed a replacement for the recently departed Randy Monroe, the reality was different. “Did I think it’d help us get Kobe?” Morris said decades later. “Yes. Of course. Joe was not a good assistant coach. He didn’t work hard, he didn’t actually know that much. Nice guy. But he was there so we’d get his son.

Our Company Is Providing It's Services Of Taxi Hire In Jaipur & Luxary Cars And Coaches Hire For Jaipur Since 2001. We Have Gud Number Of Cars & Buses In Our Fleet For Local And Outstation Uses. Rajasthan Car Tour Packages Andjaipur Tours Can Be Arranged As Per Your Hchoice And Comfort. We Give Instant Confirmation Upon Bookings As Well As We Have A Team Of 24X7 Assistance Over The Phone And Emails In Your Service. We Are One Of The Known Car Rental Company In Jaipur. Our Drivers Are Punctual And Well Behaving. We Provide On Time Services Every Time.Taxi Hire For Same Day Tour In Jaipur Or For Outstation Is Always Worthy With Our Company. We Take Care Of Student Packages, Corporate Meetings As Well As Family Marrige Parties And Airport Pick Up Drop Services In Jaipur.

Established In Year 2000 The Company Is One Of The Leading Car Rental Ajmer Provider In The City. We Provide Taxi Hire Services In Ajmer Round The Clock As Per The Need & Comfort Of Our Valuable Clients. We Have Our Own Fleet Of Luxary Cabs & Coaches In Ajmer . We Have Well Experienced As Well As Well Behaved Drivers To Assist Our Clients. We As Well Provide Taxi Hire For Outstations From Ajmer. The City Is Quite Popular For It’s Mix Culture As Well As For The Dargah Sharif Ajmer & Holy Town Pushkar As Well As Brahma Temple Pushkar. Taxi In Ajmer For Local Purposes We Also Provide Cars & Coaches Within The City For Domestic Purposes As well as for marriage parties . We Take Care of Transportation For Corporate Meetings and Confrences in Ajmer .

As a venture-capital investor, I see a particularly strong role for a new kind of impact investing. I foresee a venture ecosystem emerging that views the creation of humanistic service-sector jobs as a good in and of itself. It will steer money into human-focused service projects that can scale up and hire large numbers of people: lactation consultants for postnatal care, trained coaches for youth sports, gatherers of family oral histories, nature guides at national parks, or conversation partners for the elderly. Jobs like these can be meaningful on both a societal and personal level, and many of them have the potential to generate real revenue—just not the 10,000 percent returns that come from investing in a unicorn technology startup.

After that first season, I wondered if I had what it took to be a successful coach. I know the people who hired me were wondering as well.” “You obviously turned things around after that,” I said. “I did indeed,” Wooden said. “I learned some hard lessons quickly and changed my approach. Of course, it took me decades to develop the coaching philosophy that I would become known for. “People now see me as the coach who won those ten national championships, had the four undefeated teams, had the 88-game winning streak, and coached those All-Americans. They forget what a long and difficult journey it had been before I started seeing those kinds of results.

the best product companies hire competent people of character, and then coach and develop them into members of extraordinary teams.

Some people hire stars and make them sit inside lamps PEOPLE HIRE STARS AND MAKE THEM SIT INSIDE LAMPS YOU ARE A STAR! DON'T SIT INSIDE THE LAMP. तुम सितारे हो! लालटेन में मत बैठे रहो

Craig Says…”The best formula for figuring out a driver gratuity when hiring a coach on two one way transfers would be $1-2 per person in each direction.

If you were to spend your own time and money to hire a consultant, coach, or trainer, wouldn’t it give you more confidence knowing that they have "walked the talk" and have vast experience with what they are teaching?

Understand exactly what you are getting when you hire a coach. You have made an investment to rent that coach and driver based on a specific itinerary. You do not assume ownership of the coaches or driver in any form or fashion. The carrier has agreed to transport your group safely and to make your experience as pleasant and comfortable as possible. Cooperate with the carrier!

Every time a new client hires me for a keynote, workshop, or coaching session, the first questions I ask them are, “What are the 3 top challenges your organization is dealing with? What are your goals? What problems would you like for me to help solve?” Using their own answers, I am able to design a program that is customized specifically around their needs. It takes the focus off of Susan and centers my complete attention toward making them feel important.

In this alternative management structure, executives have limited power but also aren’t expected to have skills that check some all-star management box. You’re hired and appreciated for your ability on the field, not your ability as a coach or manager.

One of the best ways to become a life coach is to hire a coach yourself. As

diatribe about her “weak, insecure leadership” and “fragile personality.” Denise was devastated. When she brought this before her leadership council, they decided to look into it. Jim’s confident, self-assured report renarrated his experience with Denise as the unfortunate result of her lack of leadership experience, contending that he was merely trying to help her grow. Feeling torn, the council sided with Jim, requiring Denise to hire a leadership coach and asking Jim to take even more responsibility. Denise resigned. Those in relationship with the challenger often feel powerless to effect

My most persistent trash talker is Little Miss Perfect Pants. She always chimes in when I’m going to do something hard or new. You don’t know how to run a business—you don’t have an MBA. You’ve never swum across a lake before. Before I was introduced to her and named her, I accepted these thoughts as truth. I thought I wasn’t good enough. I thought I’d be embarrassed. I allowed those voices to prevent me from feeling confident or taking risks. Over time I realized that she didn’t want me to look stupid or to fail. When I saw that for what it was, I understood this was my own fear about being unprepared. So, I signed up for an open-water swim class. I hired a business coach to help me launch my business. I took the next step to get me where I wanted to be.

Steve didn’t believe in reviews,” remembers Jon Rubinstein. “He disliked all that formality. His feeling was, ‘I give you feedback all the time, so what do you need a review for?’ At one point I hired an executive coach so I could do three-sixty reviews with my own team. He was a really good guy, and I tried to get Steve to talk to him, but he wouldn’t. In fact, he asked me, ‘What do you need that for? That’s a waste of time!

Hire and Develop the Best: Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards: Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Think Big: Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Bias for Action: Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking. Frugality: Accomplish more with less. Constraints breed resourcefulness, self-sufficiency and invention. There are no extra points for growing headcount, budget size or fixed expense.

Important Warning Before you raise a red flag and say, “I can’t do this,” remember: being shy about sharing your strengths can result in not getting offers. If you get offers, they will be at lower salaries. For example, I have a friend, who I’ll call Jonathan. I coached him on the value of achievement stories. I also recommended him to a staffing firm. He told me later that they never called him back. They never called him back, because he never spoke of his achievements. Staffing firms are paid to provide great candidates to prospective employers. If someone can’t promote themselves — if someone cannot explain why they are a great candidate — they’ll never get a call back, whether it’s from a staffing firm, a hiring manager, or anyone else. While I understand that my friend probably views Achievement Stories as bragging, I overcame this hurdle. When I talk about accomplishments, I say: “I’m blessed with the ability to…” “I’ve been fortunate enough to…” “Leadership appreciates how…” “Co-workers appreciate how…” This is an ideal way to communicate your achievements, because hiring managers prefer humble candidates. But they do want to hear about your achievements.

What If I Don’t Want To Brag? I’ve mentioned this before and I’ll mention it again because it is critical… Before you raise a red flag and say, “I can’t do this,” remember: being shy about sharing your strengths can result in not getting offers. If you do get offers, chances are they will be at lower salaries. I have a friend who I’ll call Jonathan. I coached him on the importance and value of achievement stories. I also recommended him to a staffing firm. He told me later that after his interview, the staffing firm never called him back. They never called him back, because he never spoke of his achievements. Staffing firms are paid for providing great candidates to prospective employers. If someone can’t promote themselves — if someone cannot explain why they are a great candidate — they’ll never get a call back, whether it’s from a staffing firm, a hiring manager or anyone. While I understand that my friend probably views Achievement Stories as bragging, I overcame this hurdle by describing my accomplishments this way: “I’m blessed with the ability to…” “I’ve been fortunate enough to…” “Leadership appreciates how…” “Co-workers appreciate how…” This is an ideal way to communicate your achievements because hiring managers prefer humble candidates.

Richard Linklater: A lot of directing is like being a coach. You bring a team together with a common goal, no competition between them. And the coach wants you to be great, to maximize your potential, not just for yourself, but maybe because he gets a victory and he wins the championship and then he gets hired at the next job up the line. I want you to be great because I wanna make a good movie and I want you to be proud to have been in it! That’s just been the way I’ve gotten the best results. Cooperative, collaborative atmosphere, but one goal.

Jessica Kim was one of them. A damn shame, she was one of those Asian worker-bee types. Always here past midnight. I heard she worked on Christmas. A real numbers whiz." "True, but she wasn't the best fit for client services. At her level, she needed to be a thinker, not a doer. I know this sounds crass, but her clothes never fit. They were a little too baggy for may taste." "Maybe you should have paid her more so she could hire a tailor." Laughter. "Wasn't she already being overpaid anyway, especially for a female associate?" My stomach lurched. I'd heard enough. My sadness vortexed into pure rage as I stomped over to them. "I gave blood, sweat, and tears for this company." I growled and pointed at Robert, my former group director. "You begged me to cover for you if your wife called when you were wining and dining that female client last year." Robert's face reddened. "But you didn't. I'm going through a divorce now." I went down the line to the next asshole. "Shaun, you tried to expense your escapade at a strip club by saying it was my birthday dinner and HR thought I was in on the scam. And Dan, you transposed all those numbers on the deal sheet and I caught them just before they were sent out, remember? You could have been fired for that, especially for showing up to work high. I went above and beyond for you. I saved your ass." Their jaws dropped. No, they weren't going to schmooze their way out of this one. "I know what you're thinking. How dare she say these things to us? She's just bitter because she was let go. Well, it's partly true. I'm bitter because I've wasted seven years of my life at this company that turned around and stabbed me in the back. If I wasn't leadership material, why didn't a female mentor coach me? Oh right, because there aren't any female execs here. But thank you, sincerely, for the wake-up-call. Now I can take my bonuses and severance and do something better with my time rather than covering for you and making you all richer.

The definition of codependent is pretty serious. Some call it love, but that’s what I call dangerously in love. That is not healthy for the long haul. It can drive you insane if your existence depends on your partner’s existence. That’s why it is imperative that you fix yourself first. Do the work to learn, heal, forgive, and grow. Heal from the pain of your past. Heal from the abuse, abandonment, hurt, and pain. Gain new knowledge, and grow from those past experiences. Hire a therapist and life coach if you need professional insight and assistance in your process of healing. Make the investment in yourself, and get the help you need. It’s very dangerous to depend on another human being for validation.

We made no exceptions for the fact that this was Hollywood. We used the Bar Raiser process to hire each member of the Studios team, and they would have to get accustomed to our frugal ways, including working in small, shared offices or open workspaces, a base salary capped at $160K, no cash bonus program, and riding in coach, not first class. This made for some hard conversations.

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Think Big. Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Bias for Action. Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk-taking. Frugality. Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size, or fixed expense. Earn Trust. Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best.

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.

The game of football evolved and here was one cause of its evolution, a new kind of athlete doing a new kind of thing. All by himself, Lawrence Taylor altered the environment and forced opposing coaches and players to adapt. After Taylor joined the team, the Giants went from the second worst defense in the NFL to the third best. The year before his debut they gave up 425 points; his first year they gave up 257 points. They had been one of the weakest teams in the NFL and were now, overnight, a contender. Of course, Taylor wasn’t the only change in the New York Giants between 1980 and 1981. There was one other important newcomer, Bill Parcells, hired first to coach the Giants’ defense and then the entire team.

In 2002, with a new understanding of what makes a great place to work, Patty and I made a commitment. Our number one goal, moving forward, would be to do everything we could to retain the post-layoff talent density and all the great things that came with it. We would hire the very best employees and pay at the top of the market. We would coach our managers to have the courage and discipline to get rid of any employees who were displaying undesirable behaviors or weren’t performing at exemplary levels. I became laser-focused on making sure Netflix was staffed, from the receptionist to the top executive team, with the highest-performing, most collaborative employees on the market.

Like a management consultant is hired to guide people in managing and solving their business problems, a belief system works as a mentor or guru or life coach or consultant to direct people in managing and resolving their life problems.

RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world?

5 WORDS ON A WHITEBOARD HAVE A STRUCTURE FOR 1:1s, AND TAKE THE TIME TO PREPARE FOR THEM, AS THEY ARE THE BEST WAY TO HELP PEOPLE BE MORE EFFECTIVE AND TO GROW. BILL’S FRAMEWORK FOR 1:1s AND REVIEWS PERFORMANCE ON JOB REQUIREMENTS Could be sales figures Could be product delivery or product milestones Could be customer feedback or product quality Could be budget numbers RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world?

Here’s my contribution...” This statement works in multiple contexts, including those where bragging is not highly regarded and when pointing out your contributions to a team project. If someone claims your work, you might also use statements such as “I appreciate [name] adding to my thinking” or “I’m glad we’re on the same page. My original thinking is that...” “People tell me that...” This softens a brag, as you’ve put it in the third person. “I’m proud to have supported my client by...” This is a softer version of “I did this...” “It’s a privilege to have...” Other variations of this include “I was excited when...,” “I was honored by...,” and “I appreciate...” Banish the statements “It was really a team effort” and “It wasn’t a big deal” from your vocabulary. It’s also stronger to talk about accomplishments rather than effort. I asked Whitney Johnson, who is recognized as one of the world’s foremost executive coaches, what she recommends her clients say when they’re having trouble bragging. One suggestion of particular note is: I know it might feel odd for me to talk to you about what I do well because society has taught us to not like women who do. But now I’m going to, so that you will know that I can do the work you are thinking of hiring me to do.

What’s Slipping Under Your Radar? Word Count: 1096 Summary: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. Keywords: Dr. Karen Otazo, Global Executive Coaching, Leadership Article Body: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too. But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens. In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential. Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense. But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast. Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills. To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.

As we dismantle the traditional notions of talent, it's imperative to broaden our lens to include the global talent pool—a vast expanse of potential that, when tapped into wisely, can become a cornerstone of our talent revolution.

SEO is a big word that has scared a lot of people. SEO stands for Search Engine Optimization, but in reality, it isn’t the search engine that gets optimized, it’s your content. To get found, you will need to write - or hire a writer - to create content that gets found by your target audience.

On April 8, 2005, the federation announced that Greg Ryan would become the new head coach and dropped the interim tag. Players suspected it was a power play by U.S. Soccer. When the hire was announced, one player anonymously told the San Diego Union-Tribune’s Mark Zeigler: “The federation wants to show us who’s running the show.” Hope Solo later said: “It seemed to me that Greg was a pawn in a power struggle.” Robert Contiguglia admits he hired Ryan on April Heinrichs’s recommendation. Some players, declining to speak on the record, long suspected that was the case—they are convinced that Heinrichs knew the players didn’t want Ryan for the job and that he wouldn’t be a good fit. Recommending him was a final dig, they believe, in the back-and-forth between the players and the coach they had butted heads with for nearly five years.

A manager that is not an accomplished product manager, designer, or engineer herself is ill‐equipped to assess a candidate, and it is easy to see how the company can end up hiring someone that is not competent at the job. Moreover, without the necessary experience herself, the hiring manager is not able to coach and develop that person to competence.

I became more productive when I hired a business coach.

Treat Your Manager as a Coach Given what we’ve discussed about the role of managers, your own boss should be one of your best sources of learning. But this might not naturally be the case. Maybe he doesn’t see the day-to-day of your work, or he’s busy putting out other fires, or he simply isn’t as proactive about helping to guide your path as you’d like. Regardless, the person most invested in your career isn’t him; it’s you. Your own growth is in your hands, so if you feel you aren’t learning from your manager, ask yourself what you can do to get the relationship that you want. One of the biggest barriers I’ve found is that people shy away from asking their managers for help. I know that feeling well; for years, I held the mental model that my boss—like my teachers and professors of the past—was someone in a position of authority who took note of what I did and passed judgment on it. As such, how I interacted with my manager could be summarized in one neat statement: Don’t mess it up. I considered it a failure if my manager had to get involved in something I was responsible for. It felt to me like the equivalent of a blinking neon sign that read, Warning: employee not competent enough to take care of task on her own. But we know by now that a manager’s job is to help her team get better results. When you do better, by extension, she does better. Hence, your manager is someone who is on your side, who wants you to succeed, and who is usually willing to invest her time and energy into helping you. The key is to treat your manager as a coach, not as a judge. Can you imagine a star athlete trying to hide his weaknesses from his coach? Would you tell a personal trainer, “Oh, I’m pretty fit, I’ve got it under control,” when she asks you how she can help you achieve a better workout? Of course not. That is not how a coaching relationship works. Instead, engage your manager for feedback. Ask, “What skills do you think I should work on in order to have more impact?” Share your personal goals and enlist his help: “I want to learn to become a better presenter, so I’d be grateful if you kept an eye out for opportunities where I can get in front of others.” Tell him your hard problems so he can help you work through them: “I’m making a hiring call between two candidates with different strengths. Can I walk you through my thinking and get your advice?” When I started to see 1:1s with my manager as an opportunity for focused learning, I got so much more out of it. Even when I’m not grappling with a problem, asking open-ended questions like, “How do you decide which meetings to attend?” or “How do you approach selling a candidate?” takes advantage of my manager’s know-how and teaches me something new.

Bill Walsh was not afraid of talent. He hired assistant coaches who were extremely good, and he did it with the expectation that they would move on—up to head coaching positions. And in fact, about fifteen of them did. He didn’t feel that you sold your soul to the company store. While you were a 49er, you were expected to give it your all, but Bill was very enlightened in the way he supported the lives and careers of employees beyond just what they could do for his team.

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Here are ten prominent things I want to do before I die: I want to spend about one year in different osho camps across the world. I want to experience luxury of best hotels and resorts across the world. I want to write at least twenty books on English, communication skills, and career development. I want to live last ten year of my life doing meditation and teaching English. I want to learn playing drums and singing songs. I want to run multibillion dollar Education Company, where I want to hire best talent in Industry. I want to hire a fitness coach and makeover coach because my dressing style is too bad. I want to attend seminars and training programs of best leader including Darren Hardy around the world. I want to cook 1000 dishes. I want to take Jacuzzi bath every single day before I die.

Denham Resources is a California-based recruiting, staffing and human resources consulting firm. It produces videos on how to answer interview questions. Skits feature “good,” “bad,” and “ugly” responses. The latter are quite exaggerated and clearly illustrate poor verbal and nonverbal communication. The videos can be found by searching Denham Resources Interview Videos on YouTube.

Evidence-based coaching involves the use of the latest theory and proven techniques of the behavioral science. The key lies in hiring training services focusing on outcomes and rendering a measurable performance enhancement while supporting personal growth.

Consider hiring professional help. This is a very difficult dynamic to change. A professional ADHD coach or therapist can help you identify parent–child interactions and provide ideas for new ways to interact. Make sure the person has experience with ADHD!

Human AF isn't just about being authentic. It's not just about posting a photo with messy hair and #therealme. It's not about sharing a teeny bit of struggle on Facebook. "Guys, my creativity is blocked. See, even people like me have tough days." That still has a tone of I have my shit together. Being Human AF is about being authentic about where we're being inauthentic. Like saying "You know what guys? I've been saying that I'm totally on board this climate change thing. But behind the scenes, I've made zero changes in my life." Cos you're human AF. It's about recognizing the parts of us, thoughts, behaviours, or feelings that are so in opposition of who we think we are, that we barely even admit them to ourselves. Like how you're a spiritually sound lightworker who meditates wearing white in the mornings and practises reiki to heal others, but 10 minutes later pulls the finger at someone who cuts you off on the freeway yelling, "Fuck off dickhead!" Cos you're human AF. And because road rage is real. Human AF is being honest about where we are being hypocritical, where we're saying one thing and practising another, where we're still really struggling ourselves in an area we claim to have nailed. Like being a really powerful health and wellness coach and preaching healthy habits, yet in the evening you still eat 45g of sugar before bed cos you just haven't quite nailed the harmonious relationship with food you're teaching to others. These so called dualities — good vs. bad, positive vs. negative — are not dualities at all. The reiki and the road rage are equal parts magic and human.

One way to salvage the Becker conjecture is to argue that CEOs, coaches, and other managers who are hired because they have a broad range of skills, which may not include analytical reasoning, could simply hire geeks who would deserve to be members of Becker’s 10% to crunch the numbers for them. But my hunch is that as the importance of a decision grows, the tendency to rely on quantitative analyses done by others tends to shrink.

One way to salvage the Becker conjecture is to argue that CEOs, coaches, and other managers who are hired because they have a broad range of skills, which may not include analytical reasoning, could simply hire geeks who would deserve to be members of Becker’s 10% to crunch the numbers for them. But my hunch is that as the importance of a decision grows, the tendency to rely on quantitative analyses done by others tends to shrink. When the championship or the future of the company is on the line, managers tend to rely on their gut instincts.

Alterman had hired a professional ASL interpreter from the Somerville School for the Deaf. Her credentials were impeccable. She was terrific and we had very carefully coached Jennie and rehearsed her testimony. For days on end we rehearsed what Jennie was to say. If she were human I am sure it would have been illegal, coaching the witness the way we did.

Jason Gesser was earlier the interim head coach, offensive coordinator, recruiting coordinator for the Idaho Vandals of the Washington State University. He played for Washington State University under head coach Mike Price. Jason Gesser played for the Utah Blaze of the Arena Football League, Calgary Stampeders of the Canadian football league and more. By the time, he was originally hired at Idaho as running backs coach in June 2011.

Since my wife ran off with a lesbian basketball coach, in October of 2007, I had to raise my three youngest children as a cowboy single dad. This has made it impossible for me to travel and run my hotel jobs. I hired Jim Rossi to run my out of town work for me and Jim had done a great job for the first year. As time had progressed, Jims drinking and greed seemed to be taking a toll on what was in October 2007, the largest hotel remodeling business in the Midwest. If I’m able to get the Palace up and running, I can shut down the hotel road work and personally run The Palace. Making the Grand Palace as successful as my hotel business was when I ran all the hotel renovations road work myself.

As Joe Polish frequently states, “Life gives to the givers and takes from the takers.” Consequently, once registered and paid, I immediately signed up to speak at the next small-group meeting in Arizona. I hired and worked extensively with Joel Weldon, a public speaking coach, to ensure I delivered my best strategies in the most effective way. I wanted my talk to be so easy and actionable that people would be naturally motivated to implement the principles. I used my journal as a visualization tool, in addition to several sessions with Joel.

5 WORDS ON A WHITEBOARD HAVE A STRUCTURE FOR 1:1s, AND TAKE THE TIME TO PREPARE FOR THEM, AS THEY ARE THE BEST WAY TO HELP PEOPLE BE MORE EFFECTIVE AND TO GROW. BILL’S FRAMEWORK FOR 1:1s AND REVIEWS PERFORMANCE ON JOB REQUIREMENTS Could be sales figures Could be product delivery or product milestones Could be customer feedback or product quality Could be budget numbers RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world?

Jason Gesser is an American college football former coach born in 31 May, 1979. He is a former player, former assistant Athletic director for major gifts at WSU. He played for Washington State University under head coach Mike Price. In February 2019 Jason Gesser was hired as the quarterbacks' coach at Wyoming under fourth-year head coach Dave Christensen.

These are in unprioritized order: • Ability to hire A Players (for managers). Sources, selects, and sells A Players to join a company. • Ability to develop people (for managers). Coaches people in their current roles to improve performance, and prepares them for future roles. • Flexibility/adaptability. Adjusts quickly to changing priorities and conditions. Copes effectively with complexity and change. • Calm under pressure. Maintains stable

These are in unprioritized order: • Ability to hire A Players (for managers). Sources, selects, and sells A Players to join a company. • Ability to develop people (for managers). Coaches people in their current roles to improve performance, and prepares them for future roles. • Flexibility/adaptability. Adjusts quickly to changing priorities and conditions. Copes effectively with complexity and change. • Calm under pressure. Maintains stable performance when under heavy pressure or stress.

Coaching is not about “information.” It is about transformation. Change someone’s life and they will hire you.