Impact Of A Coach Quotes

You have to help people do more of the work that has impact and meaning.

The Pro coach knows that being uncomfortable is the only way to grow. And because they create such powerful agreements, their clients never miss or are late for a session.

The coaching profession has a problem that is two-fold: there is a low bar for entry and a high bar for success.

The Struggling coach has huge dreams that overwhelm them. The Pro coach has huge dreams, and takes tiny steps every day.

Coaching is a good profession for people who are genuinely devoted to making a difference in the lives of others.

The concept of Holistic Wealth can be used within organizations by expanding the triple-bottom-line concept that took hold in the late 1990s. The concept includes social (employee) impacts, economic (financial impacts) and environmental impacts. Holistic Wealth Coaching is critical to employee wellness.

While dragging herself up she had to hang onto the rail. Her twisted progress was that of a cripple. Once on the open deck she felt the solid impact of the black night, and the mobility of the accidental home she was about to leave. Although Lucette had never died before—no, dived before, Violet—from such a height, in such a disorder of shadows and snaking reflections, she went with hardly a splash through the wave that humped to welcome her. That perfect end was spoiled by her instinctively surfacing in an immediate sweep — instead of surrendering under water to her drugged lassitude as she had planned to do on her last night ashore if it ever did come to this. The silly girl had not rehearsed the technique of suicide as, say, free-fall parachutists do every day in the element of another chapter. Owing to the tumultuous swell and her not being sure which way to peer through the spray and the darkness and her own tentaclinging hair—t,a,c,l—she could not make out the lights of the liner, an easily imagined many-eyed bulk mightily receding in heartless triumph. Now I’ve lost my next note. Got it. The sky was also heartless and dark, and her body, her head,and particularly those damned thirsty trousers, felt clogged with Oceanus Nox, n,o,x. At every slap and splash of cold wild salt, she heaved with anise-flavored nausea and there was an increasing number, okay, or numbness, in her neck and arms. As she began losing track of herself, she thought it proper to inform a series of receding Lucettes—telling them to pass it on and on in a trick-crystal regression—that what death amounted to was only a more complete assortment of the infinite fractions of solitude. She did not see her whole life flash before her as we all were afraid she might have done; the red rubber of a favorite doll remained safely decomposed among the myosotes of an un-analyzable brook; but she did see a few odds and ends as she swam like a dilettante Tobakoff in a circle of brief panic and merciful torpor. She saw a pair of new vairfurred bedroom slippers, which Brigitte had forgotten to pack; she saw Van wiping his mouth before answering, and then, still withholding the answer, throwing his napkin on the table as they both got up; and she saw a girl with long black hair quickly bend in passing to clap her hands over a dackel in a half-tom wreath. A brilliantly illumined motorboat was launched from the not-too-distant ship with Van and the swimming coach and the oilskin-hooded Toby among the would-be saviors; but by that time a lot of sea had rolled by and Lucette was too tired to wait. Then the night was filled with the rattle of an old but still strong helicopter. Its diligent beam could spot only the dark head of Van, who, having been propelled out of the boat when it shied from its own sudden shadow, kept bobbing and bawling the drowned girl’s name in the black, foam-veined, complicated waters.

The Pro coach knows that confidence is a result of taking action.

People pay you not what they decide your coaching is worth, but what you decide your coaching is worth.

The Pro coach is committed to coaching, no matter what. Failure doesn’t stop them. They are not embarrassed by their mistakes. There’s no turning back.

Please don’t let anyone hang up or walk out the door if the last words you exchanged were about money.

Refuse to buy into any story your clients may bring with them. Challenge how they see the world.

Winston Churchill once said, “Success is stumbling from failure to failure with no loss of enthusiasm.

My life's work is to help people step into their God-given abilities and make a positive difference in their community.

If you’ve got this sense of extreme need in your mind, your behavior and your communication is going to push the person away. That’s because neediness is creepy.

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

And beyond these, you need to be willing to work your own process—and do the Deep Inner Work necessary—so you can see your own blind spots. You can’t take your clients any deeper than you have been able to go in your own life.

With such variation in individuals on the team, the challenge for any leader was to raise the level of every member of the team so that they could perform at their absolute best. In order to do that, a leader must make it his or her personal mission to train, coach, and mentor members of the team so they perform to the highest standards—or at least the minimum standard. But there is a dichotomy in that goal: while a leader must do everything possible to help develop and improve the performance of individuals on the team, a leader must also understand when someone does not have what it takes to get the job done. When all avenues to help an individual get better are exhausted without success, then it is the leader’s responsibility to fire that individual so he or she does not negatively impact the team.

Grab Bag of Questions for Coach and Coachee Who has given you feedback well? What was helpful about how they did it? Have you ever gotten good advice that you rejected? Why? Have you ever received good advice that you took years later? What motivates you? What disheartens you? What’s your learning style? Visual, auditory, big picture, detail oriented? What helps you hear appreciation? What’s something you wish you were better at? Whose feedback-receiving skills do you admire? What did your childhood and family teach you about feedback and learning? What did your early job experiences teach you? What’s the role of time/stages? What’s the role of mood and outlook? What’s the role of religion or spirituality? What has been the impact of major life events? Getting married? Getting laid off or fired? Having children? Death of a parent? What do you dislike most about coaching? About evaluation? What helps you change?

A favorite concept of mine comes from Henri Nouwen’s book The Wounded Healer. The premise of the book is that as we travel life’s journey from childhood to adulthood we acquire wounds along the way. A wound can be any unresolved social, emotional, relational issue that still impacts our lives. These wounds can be inflicted by negative cultural messages or experiences with parents, peers, or adults with power and authority over us. Unresolved, these wounds can leave us with a sense of deficiency or inferiority. We can let unhealed wounds drive us and risk hurting our players through endless self-serving transactions, or we can heal ourselves and then help heal our players. Nouwen says we have two choices: Either we deny, repress, or dissociate from the wounding and therefore wound others with our unhealed injuries, or we bring healing to our wounds and offer our healed wounds to others to heal and transform their lives. I am a wounded healer and this is the story of my wounds, their healing, and the transformation in coaching that ensued because I chose to process and grieve over my pain instead of hiding it and acting it out.

Don’t allow the roles to become reversed in a conversation with a prospect. In other words, don’t let them become the coach and you the client. Don’t become needy and put yourself in the position of saying, “Well, you know, anything you want, call me anytime, tell me when you are available…” as you fall all over yourself to talk to them. It’s called role reversal when you do this.

BE CREATIVE. Your post-fifty years should be your most creative time. You have wisdom of experience and freedom to apply it where you want. Avoid metaphors such as you are on the “back nine.” This denigrates the impact you can have. DON’T BE A DILETTANTE. Don’t just do a portfolio of things. Whatever you get involved with, have accountability and consequence. Drive it. FIND PEOPLE WHO HAVE VITALITY. Surround yourself with them; engage with them. Often they will be younger. APPLY YOUR GIFTS. Figure out what you are uniquely good at, what sets you apart. And understand the things inside you that give you a sense of purpose. Then apply them. DON’T WASTE TIME WORRYING ABOUT THE FUTURE. Allow serendipity to play a role. Most of the turning points in life cannot be predicted or controlled.

Part of what makes the Focus Question work so well are those two final words, “for you.” A 1997 study involving a fairly convoluted series of math problems focused on the impact of having the word “you” as part of a math problem’s description. The researchers found that when the word “you” was present, the questions needed to be repeated fewer times, and the problems were solved in a shorter amount of time and with more accuracy.

The relationship between humanity and work involves money, but in something of a negative correlation. The jobs and roles that are the most human and would naturally be most attractive tend to pay nothing or close to nothing. Mother, father, artist, writer, musician, coach, teacher, storyteller, nurturer, counselor, dancer, poet, philosopher, journalist—these roles often are either unpaid or pay so little that it is difficult to survive or thrive in many environments. Many of these roles have high positive social impacts that are ignored by the market. On the other hand, the most lucrative jobs tend to be the most inorganic. Corporate lawyers, technologists, financiers, traders, management consultants, and the like assume a high degree of efficiency. The more that a person can submerge one’s humanity to the logic of the marketplace, the higher the reward.

Accomplishing the maximum impact on student learning depends on teams of teachers working together, with excellent leaders or coaches, agreeing on worthwhile outcomes, setting high expectations, knowing the students’ starting and desired success in learning, seeking evidence continually about their impact on all students, modifying their teaching in light of this evaluation, and joining in the success of truly making a difference to student outcomes.

Self-Management If you can read just one book on motivation—yours and others: Dan Pink, Drive If you can read just one book on building new habits: Charles Duhigg, The Power of Habit If you can read just one book on harnessing neuroscience for personal change: Dan Siegel, Mindsight If you can read just one book on deep personal change: Lisa Lahey and Bob Kegan, Immunity to Change If you can read just one book on resilience: Seth Godin, The Dip Organizational Change If you can read just one book on how organizational change really works: Chip and Dan Heath, Switch If you can read just two books on understanding that change is a complex system: Frederic Laloux, Reinventing Organizations Dan Pontefract, Flat Army Hear interviews with FREDERIC LALOUX, DAN PONTEFRACT, and JERRY STERNIN at the Great Work Podcast. If you can read just one book on using structure to change behaviours: Atul Gawande, The Checklist Manifesto If you can read just one book on how to amplify the good: Richard Pascale, Jerry Sternin and Monique Sternin, The Power of Positive Deviance If you can read just one book on increasing your impact within organizations: Peter Block, Flawless Consulting Other Cool Stuff If you can read just one book on being strategic: Roger Martin and A.G. Lafley, Playing to Win If you can read just one book on scaling up your impact: Bob Sutton and Huggy Rao, Scaling Up Excellence If you can read just one book on being more helpful: Edgar Schein, Helping Hear interviews with ROGER MARTIN, BOB SUTTON, and WARREN BERGER at the Great Work Podcast. If you can read just two books on the great questions: Warren Berger, A More Beautiful Question Dorothy Strachan, Making Questions Work If you can read just one book on creating learning that sticks: Peter Brown, Henry Roediger and Mark McDaniel, Make It Stick If you can read just one book on why you should appreciate and marvel at every day, every moment: Bill Bryson, A Short History of Nearly Everything If you can read just one book that saves lives while increasing impact: Michael Bungay Stanier, ed., End Malaria (All money goes to Malaria No More; about $400,000 has been raised so far.) IF THERE ARE NO STUPID QUESTIONS, THEN WHAT KIND OF QUESTIONS DO STUPID PEOPLE ASK?

One way to get a life and keep it is to put energy into being an S&M (success and money) queen. I first heard this term in Karen Salmansohn’s fabulous book The 30-Day Plan to Whip Your Career Into Submission. Here’s how to do it: be a star at work. I don’t care if you flip burgers at McDonald’s or run a Fortune 500 company. Do everything with totality and excellence. Show up on time, all the time. Do what you say you will do. Contribute ideas. Take care of the people around you. Solve problems. Be an agent for change. Invest in being the best in your industry or the best in the world! If you’ve been thinking about changing professions, that’s even more reason to be a star at your current job. Operating with excellence now will get you back up to speed mentally and energetically so you can hit the ground running in your new position. It will also create good karma. When and if you finally do leave, your current employers will be happy to support you with a great reference and often leave an open door for additional work in the future. If you’re an entrepreneur, look at ways to enhance your business. Is there a new product or service you’ve wanted to offer? How can you create raving fans by making your customer service sparkle? How can you reach more people with your product or service? Can you impact thousands or even millions more? Let’s not forget the M in S&M. Getting a life and keeping it includes having strong financial health as well. This area is crucial because many women delay taking charge of their financial lives as they believe (or have been culturally conditioned to believe) that a man will come along and take care of it for them. This is a setup for disaster. You are an intelligent and capable woman. If you want to fully unleash your irresistibility, invest in your financial health now and don’t stop once you get involved in a relationship. If money management is a challenge for you, I highly recommend my favorite financial coach: David Bach. He is the bestselling author of many books, including The Automatic Millionaire, Smart Women Finish Rich, and Smart Couples Finish Rich. His advice is clear-cut and straightforward, and, most important, it works.

This kind of parenting was typical in much of Asia—and among Asian immigrant parents living in the United States. Contrary to the stereotype, it did not necessarily make children miserable. In fact, children raised in this way in the United States tended not only to do better in school but to actually enjoy reading and school more than their Caucasian peers enrolled in the same schools. While American parents gave their kids placemats with numbers on them and called it a day, Asian parents taught their children to add before they could read. They did it systematically and directly, say, from six-thirty to seven each night, with a workbook—not organically, the way many American parents preferred their children to learn math. The coach parent did not necessarily have to earn a lot of money or be highly educated. Nor did a coach parent have to be Asian, needless to say. The research showed that European-American parents who acted more like coaches tended to raise smarter kids, too. Parents who read to their children weekly or daily when they were young raised children who scored twenty-five points higher on PISA by the time they were fifteen years old. That was almost a full year of learning. More affluent parents were more likely to read to their children almost everywhere, but even among families within the same socioeconomic group, parents who read to their children tended to raise kids who scored fourteen points higher on PISA. By contrast, parents who regularly played with alphabet toys with their young children saw no such benefit. And at least one high-impact form of parental involvement did not actually involve kids or schools at all: If parents simply read for pleasure at home on their own, their children were more likely to enjoy reading, too. That pattern held fast across very different countries and different levels of family income. Kids could see what parents valued, and it mattered more than what parents said. Only four in ten parents in the PISA survey regularly read at home for enjoyment. What if they knew that this one change—which they might even vaguely enjoy—would help their children become better readers themselves? What if schools, instead of pleading with parents to donate time, muffins, or money, loaned books and magazines to parents and urged them to read on their own and talk about what they’d read in order to help their kids? The evidence suggested that every parent could do things that helped create strong readers and thinkers, once they knew what those things were. Parents could go too far with the drills and practice in academics, just as they could in sports, and many, many Korean parents did go too far. The opposite was also true. A coddled, moon bounce of a childhood could lead to young adults who had never experienced failure or developed self-control or endurance—experiences that mattered as much or more than academic skills. The evidence suggested that many American parents treated their children as if they were delicate flowers. In one Columbia University study, 85 percent of American parents surveyed said that they thought they needed to praise their children’s intelligence in order to assure them they were smart. However, the actual research on praise suggested the opposite was true. Praise that was vague, insincere, or excessive tended to discourage kids from working hard and trying new things. It had a toxic effect, the opposite of what parents intended. To work, praise had to be specific, authentic, and rare. Yet the same culture of self-esteem boosting extended to many U.S. classrooms.

Then, decades later, in the 1970s, a hard-assed U.S. swim coach named James Counsilman rediscovered it. Counsilman was notorious for his “hurt, pain, and agony”–based training techniques, and hypoventilation fit right in. Competitive swimmers usually take two or three strokes before they flip their heads to the side and inhale. Counsilman trained his team to hold their breath for as many as nine strokes. He believed that, over time, the swimmers would utilize oxygen more efficiently and swim faster. In a sense, it was Buteyko’s Voluntary Elimination of Deep Breathing and Zátopek hypoventilation—underwater. Counsilman used it to train the U.S. Men’s Swimming team for the Montreal Olympics. They won 13 gold medals, 14 silver, and 7 bronze, and they set world records in 11 events. It was the greatest performance by a U.S. Olympic swim team in history. Hypoventilation training fell back into obscurity after several studies in the 1980s and 1990s argued that it had little to no impact on performance and endurance. Whatever these athletes were gaining, the researchers reported, must have been based on a strong placebo effect. In the early 2000s, Dr. Xavier Woorons, a French physiologist at Paris 13 University, found a flaw in these studies. The scientists critical of the technique had measured it all wrong. They’d been looking at athletes holding their breath with full lungs, and all that extra air in the lungs made it difficult for the athletes to enter into a deep state of hypoventilation. Woorons repeated the tests, but this time subjects practiced the half-full technique, which is how Buteyko trained his patients, and likely how Counsilman trained his swimmers. Breathing less offered huge benefits. If athletes kept at it for several weeks, their muscles adapted to tolerate more lactate accumulation, which allowed their bodies to pull more energy during states of heavy anaerobic stress, and, as a result, train harder and longer. Other reports showed hypoventilation training provided a boost in red blood cells, allowing athletes to carry more oxygen and produce more energy with each breath. Breathing way less delivered the benefits of high-altitude training at 6,500 feet, but it could be used at sea level, or anywhere. Over the years, this style of breath restriction has been given many names—hypoventilation, hypoxic training, Buteyko technique, and the pointlessly technical “normobaric hypoxia training.” The outcomes were the same: a profound boost in performance.* Not just for elite athletes, but for everyone. Just a few weeks of the training significantly increased endurance, reduced more “trunk fat,” improved cardiovascular function, and boosted muscle mass compared to normal-breathing exercise. This list goes on. The takeaway is that hypoventilation works. It helps train the body to do more with less. But that doesn’t mean it’s pleasant.

Develop a rapid cadence. Ideal running requires a cadence that may be much quicker than you’re used to. Shoot for 180 footfalls per minute. Developing the proper cadence will help you achieve more speed because it increases the number of push-offs per minute. It will also help prevent injury, as you avoid overstriding and placing impact force on your heel. To practice, get an electronic metronome (or download an app for this), set it for 90+ beats per minute, and time the pull of your left foot to the chirp of the metronome. Develop a proper forward lean. With core muscles slightly engaged to generate a bracing effect, the runner leans forward—from the ankles, not from the waist. Land underneath your center of gravity. MacKenzie drills his athletes to make contact with the ground as their midfoot or forefoot passes directly under their center of gravity, rather than having their heels strike out in front of the body. When runners become proficient at this, the pounding stops, and the movement of their legs begins to more closely resemble that of a spinning wheel. Keep contact time brief. “The runner skims over the ground with a slithering motion that does not make the pounding noise heard by the plodder who runs at one speed,” the legendary coach Percy Cerutty once said.7 MacKenzie drills runners to practice a foot pull that spends as little time as possible on the ground. His runners aim to touch down with a light sort of tap that creates little or no sound. The theory is that with less time spent on the ground, the foot has less time to get into the kind of trouble caused by the sheering forces of excessive inward foot rolling, known as “overpronation.” Pull with the hamstring. To create a rapid, piston-like running form, the CFE runner, after the light, quick impact of the foot, pulls the ankle and foot up with the hamstring. Imagine that you had to confine your running stride to the space of a phone booth—you would naturally develop an extremely quick, compact form to gain optimal efficiency. Practice this skill by standing barefoot and raising one leg by sliding your ankle up along the opposite leg. Perform up to 20 repetitions on each leg. Maintain proper posture and position. Proper posture, MacKenzie says, shifts the impact stress of running from the knees to larger muscles in the trunk, namely, the hips and hamstrings. The runner’s head remains up and the eyes focused down the road. With the core muscles engaged, power flows from the larger muscles through to the extremities. Practice proper position by standing with your body weight balanced on the ball of one foot. Keep the knee of your planted leg slightly bent and your lifted foot relaxed as you hold your ankle directly below your hip. In this position, your body is in proper alignment. Practice holding this position for up to 1 minute on each leg. Be patient. Choose one day a week for practicing form drills and technique. MacKenzie recommends wearing minimalist shoes to encourage proper form, but not without taking care of the other necessary work. A quick changeover from motion-control shoes to minimalist shoes is a recipe for tendon problems. Instead of making a rapid transition, ease into minimalist shoes by wearing them just one day per week, during skill work. Then slowly integrate them into your training runs as your feet and legs adapt. Your patience will pay off.

It was marijuana that drew the line between us and them, that bright generational line between the cool and the uncool. My timidity about pot, as I first encountered it in Hawaii, vanished when, a few months later, during my first year of high school, it hit Woodland Hills. We scored our first joints from a friend of Pete's. The quality of the dope was terrible -- Mexican rag weed, people called it -- but the quality of the high was so wondrous, so nerve-end-opening, so cerebral compared to wine's effects, that I don't think we ever cracked another Purex jug. The laughs were harder and finer. And music that had been merely good, the rock and roll soundtrack of our lives, turned into rapture and prophecy. Jimi Hendrix, Dylan, the Doors, Cream, late Beatles, Janis Joplin, the Stones, Paul Butterfield -- the music they were making, with its impact and beauty amplified a hundredfold by dope, became a sacramental rite, simply inexplicable to noninitiates. And the ceremonial aspects of smoking pot -- scoring from the million-strong network of small-time dealers, cleaning "lids," rolling joints, sneaking off to places (hilltops, beaches, empty fields) where it seemed safe to smoke, in tight little outlaw groups of three or four, and then giggling and grooving together -- all of this took on a strong tribal color. There was the "counterculture" out in the greater world, with all its affinities and inspirations, but there were also, more immediately, the realignments in our personal lives. Kids, including girls, who were "straight" became strangers. What the hell was a debutante, anyway? As for adults -- it became increasingly difficult not to buy that awful Yippie line about not trusting anyone over thirty. How could parents, teachers, coaches, possibly understand the ineluctable weirdness of every moment, fully perceived? None of them had been out on Highway 61.

Your good intentions often end up contributing to a relentless cycle of exhaustion, frustration and, ironically, reduced impact.

What is the book (or books) you’ve given most as a gift, and why? Or what are one to three books that have greatly influenced your life? Man’s Search for Meaning by Viktor E. Frankl. He introduces the insights that he learned from surviving imprisonment in a Nazi concentration camp. He outlines methods to discover deep meaning and purpose in life. The Tao Te Ching by Lao Tzu. His 81 Zen teachings are the foundation for the religion of Taoism, aimed at understanding “the way of virtues.” Lao Tzu’s depth of teachings are complicated to decode and provide foundations for wisdom. Mind Gym by Gary Mack is a book that strips down the esoteric nature of applied sport psychology. Gary introduces a variety of mindset training principles and makes them extremely easy to understand and practice. What purchase of $ 100 or less has most positively impacted your life in the last six months (or in recent memory)? A book for my son: Inch and Miles, written by coach John Wooden. We read it together on a regular basis. The joy that I get from hearing him understand Coach Wooden’s insights is fantastically rewarding.

Conscious leadership is the intention, awareness and choices designed to inform, impact and guide better thinking, feeling, and actions, to achieve meaningful and valuable results.

The five key factors could have been taken right out of Bill Campbell’s playbook. Excellent teams at Google had psychological safety (people knew that if they took risks, their manager would have their back). The teams had clear goals, each role was meaningful, and members were reliable and confident that the team’s mission would make a difference. You’ll see that Bill was a master at establishing those conditions: he went to extraordinary lengths to build safety, clarity, meaning, dependability, and impact into each team he coached.

In the course of life, there are the great majority of successful people who have to change their direction at about age sixty. There is a very small minority of purpose-driven people who have to concentrate and not change and I can’t tell you which you are going to be. The decision is going to come up. Decision is perhaps the wrong word—as you grow older, are you focusing more on doing the things that give you achievement and satisfaction and growth or more on the things that have an impact outside of yourself?

As you grow older, you will have a decision to make. Will you focus more on the things that give you achievement and satisfaction and growth or on things that have an impact outside yourself?

Coaching is one of the most effective leadership styles that can transform, empower and unlock people's potential. Ask more, advice less, elevate your impact forever.

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?

Every professional voice coach worth their salt will bring you back to the importance of tone, pace, and pitch. While these concepts were introduced earlier in The Art of Body Language section, we can now elaborate and take a deeper dive into how you can use your voice to improve your communications.

My goal is to honor the client and partner with them to design the right solutions for them. I should make an impact on the client’s world. However, I should never produce carbon copies of myself. I want people to think and to solve problems in ways that work for them.

Discipline

You have to help people do more of the work that has impact and meaning. The more we do work that has no real purpose, the less engaged and motivated we are.

Third, the idea that venture capitalists get into deals on the strength of their brands can be exaggerated. A deal seen by a partner at Sequoia will also be seen by rivals at other firms: in a fragmented cottage industry, there is no lack of competition. Often, winning the deal depends on skill as much as brand: it’s about understanding the business model well enough to impress the entrepreneur; it’s about judging what valuation might be reasonable. One careful tally concluded that new or emerging venture partnerships capture around half the gains in the top deals, and there are myriad examples of famous VCs having a chance to invest and then flubbing it.[6] Andreessen Horowitz passed on Uber. Its brand could not save it. Peter Thiel was an early investor in Stripe. He lacked the conviction to invest as much as Sequoia. As to the idea that branded venture partnerships have the “privilege” of participating in supposedly less risky late-stage investment rounds, this depends from deal to deal. A unicorn’s momentum usually translates into an extremely high price for its shares. In the cases of Uber and especially WeWork, some late-stage investors lost millions. Fourth, the anti-skill thesis underplays venture capitalists’ contributions to portfolio companies. Admittedly, these contributions can be difficult to pin down. Starting with Arthur Rock, who chaired the board of Intel for thirty-three years, most venture capitalists have avoided the limelight. They are the coaches, not the athletes. But this book has excavated multiple cases in which VC coaching made all the difference. Don Valentine rescued Atari and then Cisco from chaos. Peter Barris of NEA saw how UUNET could become the new GE Information Services. John Doerr persuaded the Googlers to work with Eric Schmidt. Ben Horowitz steered Nicira and Okta through their formative moments. To be sure, stories of venture capitalists guiding portfolio companies may exaggerate VCs’ importance: in at least some of these cases, the founders might have solved their own problems without advice from their investors. But quantitative research suggests that venture capitalists do make a positive impact: studies repeatedly find that startups backed by high-quality VCs are more likely to succeed than others.[7] A quirky contribution to this literature looks at what happens when airline routes make it easier for a venture capitalist to visit a startup. When the trip becomes simpler, the startup performs better.[8]

Here are the five questions: What is our winning aspiration? Framing the choice as “winning” rules out mediocrity as an option. If you want to win, you need to know what game you’re playing and with (and against) whom. What impact do you want to have in and on the world? Where will we play? “Boiling the ocean” is rarely successful. Choosing a sector, geography, product, channel and customer allows you to focus your resources. How will we win? What’s the defendable difference that will open up the gap between you and the others? What capabilities must be in place? Not just what do you need to do, but how will it become and stay a strength? What management systems are required? It’s easy enough to measure stuff. It’s much harder to figure out what you want to measure that actually matters.

It is thrilling and humbling to realize the impact we coaches have on you, and I am so happy that it was a positive and joyous experience that we shared.

supported by someone who has experience, expertise, and perspective that you need, who is invested enough in your success and growth to gently direct your attention to the most significant things in your situation—the small changes that can make a big difference as you tackle those choices and challenges.

When hanging out on the Internet, you can easily feel like everyone sells courses or is a coach or entrepreneur. But it’s just not true. We’re the weird minority who are crazy, risk-tolerant, or controlling enough to run our own businesses.

When someone sees the world differently, they show up differently, and they create results that looked impossible a moment before. That is a miracle.

always want to be the person who demonstrates what other people merely promise.

Thomas Esser, hailing from Jersey City, NJ, is not just a teacher but also a passionate sports advocate. With a teaching career spanning over three decades, he's left a lasting impact on countless students. Off the field, Thomas is a sports enthusiast who plays and coaches various sports and actively contributes to charity organizations.

Pushkala’s team knew that top-down approaches like those used by Lou Gerstner and Steve Jobs would backfire in this company as, unlike IBM and Apple, AstraZeneca wasn’t in crisis—although revenue and profits fell between 2011 and 2016. AstraZeneca is also a decentralized company, in which local leaders have substantial authority to accept, modify, or ignore orders from on high. So, rather than telling people what to do, Pushkala’s team took “a player-coach” approach. They implemented some key companywide efforts, but believed their success hinged on the cumulative impact of small systemwide and local changes. Most employees would join the effort because they wanted to, not because they had to. And the team believed that many of the best solutions would be tailored for tackling distinct local problems. As Pushkala put it, “Let us not solve world hunger; let us start eating the elephant in small chunks.

As a basketball coach, I love to watch the player who rotates to provide defensive help, sets the proper angled screen to free up the three-point shooter, and blocks out the other team’s leading rebounder. Unfortunately, the majority of fans watching the game (and everybody reading the box score in the paper) miss these crucial elements in the win. Statistics just can’t properly measure the impact a player has on the game.

Learning planning Once goals have been set, we need to focus our attention on the means of achieving them. We must align the two or three hours’ a week class time with the students’ personal goals as much as possible, of course, but not to the detriment of the 100 plus remaining hours of waking time which could potentially be directed towards practising English. As teachers, then, we need to think about learning planning, not just lesson planning. By dedicating just 2 or 3 per cent more waking time to English, students can effectively double their English language life! Any impact this has will be far greater than just having a successful lesson. So what can teachers do to help make this happen? With just a few sessions devoted to learning planning early on in a course of study, followed up with occasional check-ups, students can set off on a path to much greater success than relying on the lessons alone. Lesson time well spent!

Coaching is a non-directive conversation in which the coach asks a person questions to prompt reflection into what God is saying to that person. The coaching process empowers the person to develop custom solutions for his or her problems or goals.

H. I. QUESTIONS FOR TEAM LEADERS Are you comfortable with the fact that your team will only be as good as the leadership you provide? Where are you in the process of moving from individual producer to leading through a team? In which of the five key responsibilities of a leader do you excel? Which of the five key responsibilities of a leader need more of your attention? Are you willing to dialogue with your team on these issues so that you can be a better leader for them? Are you flying at the correct altitude for your leadership role? LEADER’S SCORECARD Give yourself a grade (A, B, or C) in the following areas: _____I have made the transition from independent producer to leading through a team. _____I am flying at the right altitude. _____I am intentional in my spiritual life. _____I am intentional in my family life. _____I have intentional growth in my professional life. _____I manage my “dark side.” _____I regularly keep the mission in front of my team. _____I constantly ask questions. _____I regularly take time away to think. _____My team members are in the right seats. _____I provide maximum missional clarity to the team. _____I empower staff rather than control or micromanage them. _____I intentionally mentor/coach my team members (at least monthly). _____I have an intentional plan to develop new leaders. _____Mobilization of resources is high on my list. _____My schedule is designed to allow me to lead with excellence.

EXPERIMENT That our beliefs about the capability of others have a direct impact on their performance has been adequately demonstrated in a number of experiments from the field of education. In these tests teachers are told, wrongly, that a group of average pupils are either scholarship candidates or have learning difficulties. They teach a set curriculum to the group for a period of time. Subsequent academic tests show that the pupils’ results invariably reflect the false beliefs of their teachers about their ability. It is equally true that the performance of employees will reflect the beliefs of their managers. For example, Fred sees himself as having limited potential. He feels safe only when he operates well within his prescribed limit. This is like his shell. His manager will only trust him with tasks within that shell. The manager will give him task A, because he trusts Fred to do it and Fred is able to do it. The manager will not give him task B, because he sees this as beyond Fred’s capability. He sees only Fred’s performance, not his potential. If he gives the task to the more experienced Jane instead, which is expedient and understandable, the manager reinforces or validates Fred’s shell and increases its strength and thickness. He needs to do the opposite, to help Fred venture outside his shell, to support or coach him to success with task B. To use coaching successfully we have to adopt a far more optimistic view than usual of the dormant capability of all people. Pretending we are optimistic is insufficient because our genuine beliefs are conveyed in many subtle ways of which we are not aware.

Three days before Christmas, Tony Dungy’s phone rang in the middle of the night. His wife answered and handed him the receiver, thinking it was one of his players. There was a nurse on the line. Dungy’s son Jamie had been brought into the hospital earlier in the evening, she said, with compression injuries on his throat. His girlfriend had found him hanging in his apartment, a belt around his neck. Paramedics had rushed him to the hospital, but efforts at revival were unsuccessful.3.34 He was gone. A chaplain flew to spend Christmas with the family. “Life will never be the same again,” the chaplain told them, “but you won’t always feel like you do right now.” A few days after the funeral, Dungy returned to the sidelines. He needed something to distract himself, and his wife and team encouraged him to go back to work. “I was overwhelmed by their love and support,” he later wrote. “As a group, we had always leaned on each other in difficult times; I needed them now more than ever.” The team lost their first play-off game, concluding their season. But in the aftermath of watching Dungy during this tragedy, “something changed,” one of his players from that period told me. “We had seen Coach through this terrible thing and all of us wanted to help him somehow.” It is simplistic, even cavalier, to suggest that a young man’s death can have an impact on football games. Dungy has always said that nothing is more important to him than his family. But in the wake of Jamie’s passing, as the Colts started preparing for the next season, something shifted, his players say. The team gave in to Dungy’s vision of how football should be played in a way they hadn’t before. They started to believe.

It wasn’t dignified in the least, the way the grown man crouching on the floor played with the child—made a fool of himself to entertain a stranger’s abandoned baby. Not dignified, but it was… oddly endearing. Sophie felt an urge to get up and put some distance between herself and this tomfoolery on the floor, and yet she had to wonder too: if she brushed a lock of her hair over the child’s nose, would the baby take as much delight in it? She sat back. “How is it you know so much about babies?” “My half sisters are a great deal younger than my brother and I. We more or less raised them, and this is part of the drill. He’ll likely nap next, as outings tend to tire them when they’re this young.” He crouched low over the child and used his mouth to make a rude noise on the baby’s belly. The child exploded with glee, grabbing wildly for Mr. Charpentier’s hair and managing to catch his nose. It was quite a handsome nose in the middle of quite a handsome face. She’d noticed this at the coaching inn, in that first instant when he’d offered to help. She’d turned to find the source of the lovely, calm voice and found herself looking up into a face that put elegant masculine bones to the best possible use. His eyes were just the start of it—a true pale blue that suggested Norse ancestry, set under arching blond brows. It was a lean face, with a strong jaw and well-defined chin—Sophie could not abide a weak chin nor the artifices of facial hair men sported to cover one up. But none of that, not even the nose and chin and eyes combined, prepared Sophie for the visceral impact of more than six feet of Wilhelm Charpentier crouched on the floor, entertaining a baby. He smiled at the child as if one small package of humanity merited all the grace and benevolence a human heart could express. He beamed at the child, looked straight into the baby’s eyes, and communicated bottomless approval and affection without saying a word. It was… daunting. It was undignified, and yet Sophie sensed there was a kind of wisdom in the man’s handling of the baby she herself would lack. “He’ll

Speakers, coaches, consultants, thought-leaders, experts, and authors who dedicate their professional lives for the love of humanity and the betterment of society are making a positive difference in the lives of millions. These messengers of hope make our entire world a better place through their love and generosity.

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.

Most of the things that go wrong in life don’t have a lasting impact. Remind yourself that if it won’t matter in ten years’ time, it doesn’t matter today.

I always said that the only team that I would coach would be a team of orphans, and now here we are. The reason for me saying this is that I have found the biggest problem with youth sports has been the parents. I think that it is best to nip this in the bud right off the bat. I think the concept that I am asking all of you to grab is that this experience is ALL about the boys. If there is anything about it that includes you, we need to make a change of plans. My main goals are as follows: (1) to teach these young men how to play the game of baseball the right way, (2) to be a positive impact on them as young men, and (3) do all of this with class.

I am thankful that in my current role I can mentor other coaches. I interact directly with seventeen coaches on my staff but I’m also trying to be an example to others outside the organization. I want to prove that it’s possible to win or lose while maintaining a calm dignity and respect toward your players, officials, and the opposition. My hope is that my profession can have an impact on countless youth who are looking to their coaches for guidance on sportsmanship, how effort pays off, and the other life lessons that come from competing.

If others benefit through you getting what you desire most, it will have a positive impact on the world and only then will every atom of your being work with the universe to help it come into fruition.

Exceeds level describes behaviors indicating that technology coaches are effectively practicing their coaching skills, leading planning for coaching efforts, producing coaching resources, and documenting evidence of their impact on student learning.

Active Listeners, listen more than they talk. Listen more than is comfortable. Listen more than most people. Listen, and listen and listen...then they ask the next question and listen again...that's a game changer... It will impact your ability to connect, to coach or to sell.

Can I Trust You? Years ago, I heard Lou Holtz speak at a national conference. His rock-solid reputation preceded him—he is the only coach in the history of college football to take six different football teams to a bowl game. He is not only well-respected for his ability to elevate football programs, but to elevate individuals as well. During his humorous and entertaining keynote, he taught a few small lessons which carried big meanings. He shared that every person you meet is privately asking themselves three questions: 1. Do you care about me? 2. Do I like you? 3. Can I trust you? When you make an authentic, sincere, and dignified effort to create a positive first impression, you increase your chances of receiving a "Yes!" to those questions. Unfortunately, if someone you meet answers "No!" you’ve got an uphill battle to earn their business or develop a friendship.

Savannah Sugg stands out as a grad student at Middle Tennessee State University, driven by her passion for sports. Excelling academically and as a dedicated volleyball coach and substitute teacher, her multifaceted profile reflects a fearless pursuit of her dreams and a commitment to impact others positively.

Our value system impacts our actions and influences every decision we make. Simply put, who we are determines how we do everything.

Our spiritual oneness impacts every other area of our life.

There’s no way around it: offering feedback will not help teachers get better—instead it will actually cause resistance. It’s time to break free of the idea that it’s our job to give teachers feedback.

In a world pulsating with constant motion and demands, the pursuit of health often becomes a beacon guiding us through the tumultuous seas of life. Health is not merely the absence of disease but rather a state of complete physical, mental, and social well-being. It is a precious asset, intricately woven into the fabric of our existence, impacting every facet of our lives. Understanding Health Holistically Health transcends the boundaries of the physical body, encompassing mental and emotional fortitude as well. It is the harmonious interplay between these dimensions that fosters a sense of equilibrium and vitality. Nurturing health, therefore, necessitates a holistic approach that attends to the interconnectedness of mind, body, and spirit. Cultivating Physical Vitality The cornerstone of physical health lies in nurturing our bodies with proper nutrition, regular exercise, and ample rest. A balanced diet rich in fruits, vegetables, lean proteins, and whole grains provides the essential nutrients to fuel our bodies and fortify our immune systems. Likewise, engaging in regular physical activity not only strengthens muscles and bones but also uplifts mood and enhances cognitive function. Adequate sleep is equally paramount, as it rejuvenates our bodies, bolsters immunity, and consolidates memories. Nurturing Mental Well-Being The mind, a sanctuary of thoughts and emotions, demands tender care and cultivation. Mental well-being flourishes in an environment of self-compassion, mindfulness, and resilience. Practicing mindfulness, through meditation or deep breathing exercises, fosters a sense of presence and tranquility, allowing us to navigate the ebb and flow of life with grace. Moreover, cultivating meaningful connections with others, nurturing hobbies and interests, and seeking professional support when needed, are indispensable tools in nurturing mental resilience and fortitude. Embracing Emotional Balance Emotions, the kaleidoscope of human experience, are an intrinsic aspect of our being. Embracing our emotions with openness and acceptance allows us to harness their transformative power, rather than being swept away by their tide. Emotional intelligence, the ability to recognize, understand, and manage our emotions, empowers us to navigate the complexities of interpersonal relationships with empathy and grace. Furthermore, fostering a sense of purpose and meaning in life imbues our existence with a profound sense of fulfillment and contentment, nurturing emotional equilibrium. Cultivating Social Connections Human beings are inherently social creatures, wired for connection and belonging. Cultivating meaningful relationships with family, friends, and community fosters a sense of belonging and support, buffering against the storms of life. Engaging in acts of kindness and compassion not only enriches the lives of others but also nourishes our own sense of well-being and fulfillment. Conclusion In the tapestry of life, health is the golden thread weaving its way through every experience, illuminating our path with vitality and resilience. Nurturing health is not merely a destination but rather an ongoing journey, requiring diligence, self-awareness, and a commitment to holistic well-being. By tending to the interconnected dimensions of mind, body, and spirit, we pave the way for a life imbued with vibrancy, purpose, and fulfillment.

In humility, subjectivity and in the ability to see a series of elements from a distance; it may help you to focus your messaging in order to create a much stronger of an impact. In some cases, when you are too close to your branding, messaging, marketing and your content, you may not be able to see the full picture or for that matter, the picture others are seeing. Consider looking at how you are being perceived over focusing only on the intention of how you want to be seen.

Jason Fritzler, a distinguished scientist and educator with a PhD in microbiology, excels in infectious diseases and clinical diagnostics. His pioneering research focuses on combating infectious diseases and enhancing patient care, impacting public health significantly. As an inspiring coach, Jason motivates others to excel, showcasing his dedication to microbiology and educational leadership.

...these beliefs elevates leaders as an elite group, singularly worthy of special development, coaching, and incentives. All of these beliefs have face validity, and they have unintended consequences. When we are dissatisfied with a leader, we simply try harder to find a new one who will perform more perfectly in the very way that led to our last disappointment. This creates a burden of isolation, entitlement, and passivity that our communities cannot afford to carry. The world does not need leaders to better define issues or to orchestrate better planning or project management. What it needs is for the issues and the plans to have more of an impact, and that comes from citizen accountability and commitment. Engagement is the means through which there can be a shift in caring for the well-being of the whole, and the task of leader as convener is to produce that engagement.

If we are to survive the impact, we must shift the frequency of who we are and how we approach our life going forward.

This is a common pattern. My story about my interactions with others is driven by my intentions. I have good intentions—I’m trying to help, to guide, even to coach. I assume my good intentions lead to good impacts—they feel helped, guided, and appreciate my efforts to help them grow. Hence, people must know I’m a good person. But for those around us, our impact drives their story. Despite my best intentions, I may have a negative impact on you; you feel bossed around and micromanaged. You then assume that I’m acting purposefully, or at least that I know I’m being bossy and don’t care enough not to be. And if I have negative or negligent intentions I must be a bad person. Now you give me feedback that I’m bossy and controlling, and I’m shocked and bewildered. I discard it because it doesn’t match who I am. It’s wrong. And you conclude that I’m either oblivious to who I am or so defensive that I refuse to acknowledge what everyone knows is true.

We want to coach boys in the hard work of building emotional muscles. I believe these four milestones are like muscles. For many boys the muscles are simply weak or underdeveloped. But we know weak muscles can get stronger with work. Building emotional muscles is some of the most important, yet most neglected, work in a boy’s journey to manhood. The muscles impact his everyday experience as a son, brother, student, athlete, and friend. These muscles will define who he is as a husband, father, friend, and coworker.

When asked about his habit of eschewing compensation, Bill would say that he had a different way of measuring his impact, his own kind of yardstick. I look at all the people who've worked for me or who I've helped in some way, he would say, and I count up how many are great leaders now. That's how I measure success. p193

If leadership impacts don't Improve the human condition, beyond salary, of the company's staff...then it's GREEDERSHIP.

Troy Vellinga, former vice president of Continuous Improvement at W.W. Grainger, said, “It’s important to confirm improvement actions after the walk. Capture all the improvement opportunities, then rank them to select which ones will be acted upon. At the end of many of our walks we would all work together to create a quick white board list of improvements, then we would quickly ICE (Impact, Control, Ease) rank them in an ICE matrix and pick the top one or two for action. This made sure there was action and follow-through, and something to check during the next walk.

Here are five ways loving yourself can change your life: 1.A kinder, gentler you. Imagine talking to yourself in a loving and supportive way. Kind of like a best friend, coach, parent, or teacher. Being supportive, encouraging, and forgiving allows for grace and peace to come into your life. 2.More energy for living fully. Freeing up space and time to nurture yourself and practice self-care allows for a renewal of energy and an endless supply of fuel that comes from within. It’s like a well that never runs out of water. 3.More love to share with others. Cliché, but so true! It’s hard to love someone else the way you want to if you don’t first love yourself, and you may fall into a pattern of dependency or need. Loving yourself more will have a positive impact on all of your relationships. 4.Healthier relationships with loved ones. Without self-love to fuel our own lives, we will feel the need to look elsewhere, and sometimes that takes the form of attempting to find fuel in relationships with others. Unfortunately, these relationships can become imbalanced and filled with need, resentment, and bitterness, as we look to others to make us happy or help us feel worthy. Learning to self-love allows us to have healthier dynamics and expectations in relationships. We become the creators of our happiness. 5.No longer dependent on external measures of success. Of course, it feels wonderful to be successful and reach your goals. When self-love fuels this rather than self-doubt and fear, success becomes something to enjoy and appreciate with gratitude and a strong sense of our gifts.

In coaching, we talk about increasing awareness. I’m always working with my clients, to help them pay closer attention to what’s going on within them as well as around them. Why? If we don’t understand our own behavior and the impact we’re having on others, the chances are high that we aren’t showing up thoughtfully.

Having a powerful vision for your business is a fantastic idea. But no successful business was ever developed from creating a vision board and then sitting down and waiting for dream clients to knock at the door.

THERE ARE TWO LOVELY QUESTIONS that change everything for a coach who is creating clients. “Would you like some help with that?” And “Who do you know?

It is a great service to people to direct them. When someone wants your work—wants your coaching—please direct them. Don’t get all shy and deferential because money is involved.

a team-based learning and development intervention that considers the team to be a system and is applied collectively to the team as a whole. The focus of team coaching is on team performance and the achievement of a common or shared team goal. Team learning is empowered via specific team coaching activities for self and team reflection, which is facilitated by the team coach(es) through the application of coaching techniques such as impactful, reflective questioning which raises awareness, builds trusting relationships and improves communication. A team coach does not provide advice or solutions to the team. Rather, team coaching requires advanced coaching skills from the coach such as considering multiple perspectives simultaneously and observing and interpreting dynamic interactions and is typically provided over a series of sessions rather than as a one-off intervention (p. 73).

David DeHaven blends education and technology expertise to empower faculty, optimize curriculum, and champion innovative teaching methods, enhancing higher education's impact.

Hi friend, can you believe we're already a month into the new year? One of my resolutions when it began was how to make it different from the previous year, which started with similar resolutions and goals but ended with most unfulfilled. Maybe you’ve had that problem too? That’s why I’m kindly sharing with you today a solution to this problem I found in this quote: “You do not rise to the level of your goals. You fall to the level of your systems”. That bit of insight is from James Clear, author of the book “Atomic Habits”, and one of the key takeaways in my book on “Personal Growth”, which is also on Amazon. The is the quick explanation I gave for his words in my book: “Having specific goals is important, but having a good system in place to achieve them is even more important”. So, if we reflect on each resolution you and I made or goal we set at the start of this year, we do well to ask “What system or set of daily actions or behaviors have I put in place to enable myself to achieve it?” A system makes all the difference, not just having a goal, writing it down or repeating it every day. As Clear illustrates in his book, goals in themselves are overrated sometimes because, before the Superbowl, both teams or coaches had the ‘goal’ of winning it, but only one had the better system to achieve it. That was the team that actually won! So, having a good system in place to achieve our goals is just as important, if not more so, than simply having the goal. I will be sharing insights like this one as regular public LinkedIn posts each week. If you're interested in following along, please do. But no pressure, I completely understand if this type of content isn't your cup of tea. Just wanted to reach out and share something that has been impactful for me. Thanks for reading and have a great day!

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.

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.

(I would tell my athletes) you're here; your parents are sacrificing to send you to school. Don't let them down. Work a little harder. Be accountable. Be an impact person for your team. Help your teammates out. You know, they're not machines; they're going to have a bad every now and then. -- Joe I. Vigil

Just as athletes need coaches and companies need PR experts, individuals need career catalysts at different points along the way.

There are two coaches who have had enormous impact on me in the last five years: Carolyn Coughlin at Cultivating Leadership and Jim Dethmer at Conscious Leadership.

Care has a passion for mentorship. His eyes light up when he talks about creating those possibilities in people’s minds. It is not just what he shares and when he shares it, but how he shares it – with self-deprecating yet substantial wisdom – that makes his contribution to others so effective: I remember a few years ago with our annual group meeting, we had this session with the board up the front and we were answering questions. The question was asked, ‘What have you done that you are most proud of in the last twelve months?’ There was a bit of a silence and I spoke first. I said, ‘Well, look, I am just very proud of taking on a coach.’ And afterwards, one of the people in the audience came up to me and said, ‘Thank you so much for sharing that because it has given me permission to seek a coach whereas up until now I’ve thought, well, you know, it’s a sign of weakness.’ So, they see some big, ugly Australian standing up the front there and he’s saying, ‘You know, I’ve just taken on a coach, elite athletes have coaches, why shouldn’t elite business people have coaches?’ and just the fact of saying it, sharing it, had an impact.

He had a generous spirit, which anyone can afford. For example, he was a very busy man, but he was generous with his time. Sometimes it took a couple of months to get on his calendar, but if you truly needed him, that phone call would come right away. Most of the time, these little gifts were what Adam Grant, crediting businessman Adam Rifkin in his book Give and Take, calls “five-minute favors.” They are easy for the person doing the favor, requiring minimal personal cost, but mean a lot to the recipient.7 Grant also notes, in a 2017 article written with Reb Rebele, that “being an effective giver isn’t about dropping everything every time for every person. It’s about making sure that the benefits of helping others outweigh the costs to you.” People who do this well are “self-protective givers.” They are “generous, but they know their limits. Instead of saying yes to every request for help, they look for high-impact, low-cost ways of giving so that they can sustain their generosity—and enjoy it along the way.

A culture of candor does not mean that you can speak your mind without concern for how it will impact others. On the contrary, it requires that everyone think carefully about the 4A guidelines. This requires reflection and sometimes preparation before you give feedback, as well as monitoring and coaching from those in charge.

Ultimately, we can powerfully impact the world with Christ’s love.

What is our winning aspiration? Framing the choice as “winning” rules out mediocrity as an option. If you want to win, you need to know what game you’re playing and with (and against) whom. What impact do you want to have in and on the world? Where will we play? “Boiling the ocean” is rarely successful. Choosing a sector, geography, product, channel and customer allows you to focus your resources. How will we win? What’s the defendable difference that will open up the gap between you and the others? What capabilities must be in place? Not just what do you need to do, but how will it become and stay a strength? What management systems are required? It’s easy enough to measure stuff. It’s much harder to figure out what you want to measure that actually matters.