November 5, 2010
How do we move from where we are to where we want to be?
How do we know that where we want to be is where we should be?
And if it is not, what do we do then?
Are we hiding from who we are because we fear the consequences of being who we are?
Do we even know who we are?
Are we afraid of the work that is going to be required to become who we are?
And if we’ve been denying our self and know it, and can’t look in the mirror and do it anymore, how are we going to connect the dots between the person we are in the flesh and who we are to become?
How do we connect?
How do we persist against adversity?
How do we make our connection?
How do we change?
This is not about management; it is about surrendering to who we really are.
This is about becoming who we really are.
The answers to “how to do” something is all about technique. “How to” can be learned. The commitment has to be born and we have to birth it.
We achieve the outcome by seeing it before it is here, and walking, running, pushing, meditating, cajoling, fighting, driving, diving our way through our imagination to its reality. And if we are doing that, if we are on that path, at that moment in time, we are successful.
July 20, 2010
Whether we follow our gut or a well structured plan actually depends upon how well we have practiced successfully what we have a hunch about. If we have successfully gotten the result we want in something we have a hunch to do, then there is a good chance that following our “gut” is a good idea. What we are actually following here, however, is muscle memory. We are following a well structured plan that we have practiced so much it has become a hunch.
Even in cases where we have had great success, however, the caveat to following our hunch is to be observant of reality. One guy had a great investment strategy that had worked well for him. Then, he bought six stocks in a row that went against him. He became stubborn because of his previous success and did not recognize that the experience he was having with the six bad trades, was a foreshadowing of a changed market. Consequently, he lost a lot of money. So, no matter how good we have been, be open to reevaluating the facts in light of new information.
In summary, if you are in the zone, stay in the zone, but when results begin to vary, adjust quickly, let go of the hunch to move on to something new or different.
Business Coach Chuck @ 973-670-7215
July 14, 2010
What do God, Golf and Bagger Vance have in common. First of all, Everything. But now, let me break it down a little bit. In Both Golf and Business, people on the outside don’t get it. They don’t get that in each of these endeavors we are constantly called upon to reach deep inside ourselves – usually when no body is looking, like when the ball is in the rough or the woods or on the other side of the fairway – and asks, “whach-ya-gonna-do-now, huh?” and then we can do the right thing or the wrong thing. The thing about golf, and the thing about business, is that when we do the right thing – regardless of outcome – the result is joy. It just feels so good to do it Right – oh yeah!! Joy, joy, joy is the spirit of God. God could give a rat’s a…, err uh, God could care less about Business or Golf. But God – and just for the record, I don’t care who or what your God is – God cares ALOT about reaching deep, doing the right thing and feeling it, feeling that joy. Am I ready for Sunday morning TV or what! at Coach Chuck’s Church of the 1st Tee … I’ll see you at the clubhouse.
There is no book that captures the spirit of golf like The Legend of Bagger Vance. Golf is a game of mind, it is a game of our integrity, of our past, of what everyone thinks of us. And ultimately, is a game that asks, “can we just let go of everything, everything that is, or ever was, and hit the damn ball the way it needs to be hit?” And its not about thinking it. Its just about doing it. The caveat is you go through all the other stuff first, until you find yourself alone with the ball. Its you, yourself and doing the right thing – with nobody looking. What are you going to do? Bagger Vance: the book, the real deal, about the game of golf.
July 12, 2010
When involved in a business transition, the business owner typically focuses on:
- What’s the bottom line?
- Cut to the chase – what are the numbers?
Unless the transition that we are talking about is the sale of the business, for which the owner is going to get cash, the bottom line is only one snapshot in a dynamic moment in time. “The Bottom Line,” that which we tend to be hardnosed about, is the result of everything that is done and market conditions and all kinds of “The Soft Side” of business.
Business transitions are as simple as moving from one business season to the next and as complex as purchasing a business to merge with an ongoing business. A Business transition may be creating sales oriented staff from a group that is currently task oriented. A transition may be selling the business wherein the owner is going to get paid over time or buying a business where you are going to pay over time. A transition is any change in business. When there is a change there is a transition. The one thing we can rely upon is change. Therefore, transition is part of business. The more that transition is built into the business, the faster reaction time the business can have.
So, what does a transition business coach do? We get very clear about what the business owner wants to transition into. We get very clear about what the reality of the situation is presently. We get a handle on what is going to be required to make that transition. What is going to need to be different? Then we coach toward an assessment of the current staff, clients, market, vendors or who or whatever is relevant to that change. Included in this coaching process are the vision, mission and intention of the owner and key players.
The result will be a strengths and needs assessment along with a strategy and coaching toward implementation for the soft side of business transition. Additionally, the foundation will be in place for the recognition of ongoing transition so that change, in the future will be an ongoing intentional part of business rather than being treated as a problem.
Cutting to the chase, the point of all of this is, of course, a better bottom line!!
July 10, 2010
What are the things that you consider when deciding whether or not to go into a partnership? A partnership should be among people that bring complementary strengths together that when combined are greater than the sum of the parts. In other words, the two people, if working together with common goals, will achieve more than they could alone.
The key here is complementary strengths. Take two attorneys that practice different kinds of law who are always finding that they often refer the other attorney’s kind of law out to some one else. This might be the basis of the two attorneys getting together to discuss a partnership. Could the two together gather resources that would allow each more success in their chosen fields? If yes, then the process then is to discover whether or not the partnership is a good fit.
A partnership, like a marriage, is a very comprehensive relationship. Issues of trust, compatibility, shared vision, compatible work ethic and working styles are just as important as whether or not business complement exists.
Very often people will form a partnership based upon the personal issues of trust, compatibility, shared vision, work ethic and style without examining the actual business compliment elements. Other times, people will form a partnership based upon business partnership without examining the more personal issues. Either of these methods have a poor prognosis of success.
Strategic Partnerships however can be entered on a very limited basis. For instance, the two attorneys above may decide that if they share office space and staff and agree to refer each other, without partnerships beyond that, may, in some circumstances, find greater success than trying to bring together a shared vision and so forth. A Financial Planner and Personal fitness trainer may decide to run a workshop together addressing the needs of retirees, without any obligation to each other beyond the workshop.
When contemplating a partnership, consider the question: what makes us a partnership that is greater than what we would be on our own? Further, ask if these accomplishments are greater than what could be accomplished through strategic agreements or partnerships, rather than a full-blown partnership. If the answer to these point to partnership, then carefully consider your commitment of each partner to each of the other partners success and how that would change in good times and bad – to put another way, through sickness and health.
As a summary, partnerships are for those joining complementary strengths between compatible people with a shared vision. This is truly a rare relationship. Strategic partnerships are like dates. One can engage in strategic partnerships with a greater attitude of experimentations.
June 30, 2010
Maybe you already know: being good at what you
do and running a business are two different things.
If you don’t already know that, I’ll tell you:
being good at what you do and running a business are two different things.
If you already knew that, great. If you didn’t, now you do.
What do you do with that information?
There are many great systems on how to build a business.
Google “how to Run a business” and there are 323,000,000 listings. Many are very
good. Some are great. Intuit has great resources, the book E-myth is great.
But, how are YOU going to run a
business? In other words, let us assume that you find a good book
or program that teaches you how to create
How is the unique YOU, not some generic you,
but YOU, going to work this great plan? Most people in small
business that get to a suitable answer to this question, get there having been
beaten into submission by the grim facts of life that confront the business
owner that doesn’t build plan and do the plan.
Would you like to get there before the business beats
you into submission.
Maybe you already have been beaten into
submission and that is why you are reading this now.
This is what coaching is about. It is about you. It is about business
and getting you, the unique you, to build your business.
My coaching service is geared for you:
- Results oriented
- fairly priced
- highly personalized
Whether you are ready to get off to a great start or ready to stop the pain
and really do it different this time, Coach chuck will coach you toward your
Take the Next Step to Your Picture of Success
Go To – www.businesscoachchuck.com.
– for details of Coach Chuck’s business coaching services and fees.
Take a Test Drive – Call now for your FREE 30-minute exploratory consultation –
Call 973-670-7215 and set up an appointment. There is never any pressure.
Or e-mail me –
firstname.lastname@example.org. Please provide three dates and times
that would be a good time to call you. I will return the e-mail with a confirmed
June 30, 2010
The definition of a successful business is a business that contributes significantly to the owner(s) happiness.
- Most business fail.
- Most businesses that don’t fail create become weight on the back of the owner.
Owners often grow to hate the grueling treadmill their dream has become.
How does the business owner sidestep the grim reality that is the inside view of most small businesses? In the early stages and the middle stages of those who make it to the middle, the answer is, “when we get to (some pot of gold at the end of the rainbow) we are doing to do it right.” In the meantime, the attrition of hope and enthusiasm continues. It continues until the grim reality strikes that this monotonous grind is just going to continue and there is no pot at the end of the rainbow that is going to come along to allow them to “do it right.”
What is doing it right?
Doing it right is Visualizing your business as a Pipeline.
- Reaching prospective customers/clients and then them becoming clients.
- It involves the process of doing the business that you are in – be that providing product or service and all that entails.
- It involves the profit, which is the back of the pipeline.
Define your pipeline precisely.
- Define all of the tasks required in the pipeline, from start to finish.
- Define exactly how you want each of those tasks performed.
- Define exactly how the process of quality control.
- Build rewards and consequences as part of the process.
- Define how flexibility will be build into the process that is responsive to the market and to your vision.
When is a good time to do this?
- Preferably before your doors every open.
- But, if it is too late for that, then the best time is now.
Take the Next Step to Your Picture of SuccessGo To – http://www.businesscoachchuck.com/. – for details of Coach Chuck’s business coaching services and fees.Take a Test Drive – Call now for your FREE 30-minute exploratory consultation – Call 973-670-7215 and set up an appointment. There is never any pressure.Or e-mail me – email@example.com. Please provide three dates and times that would be a good time to call you. I will return the e-mail with a confirmed appointment time.
©2007 Charles W. Markham MA. You may not copy, reproduce, post or forward this document in any format. For permission or joint venture opportunities contact Chuck Markham at firstname.lastname@example.org.