Some of my clients often ask me this question. They want to know why they need to create coaching programs when they can just make money by selling eBooks and other low-end information products. Well, although designing and selling coaching programs is overwhelming and sometimes, stressful, it's definitely worth a shot. You see, when you offer this type of programs, you're taking another step in establishing and strengthening your expert status in your niche. As you know, only authorities are selling this type of product online. If you're considered a go-to person in your niche, you can easily sell just about anything. That means, you'll be able to double or even triple your eBook sales and boost your revenue by up to a hundredfold. Also, coaching programs have way bigger tag prices compare to low-end and middle-end products. So, if you manage to create and sell them, it'll be a serious boost in your income. One thing that I'd like to stress out is that creating and selling coaching programs can be learned and eventually, mastered. Just like with other endeavor, it's only difficult in the beginning. But once you get the hang of it, you'll find it much easier and even enjoyable. The keys here are determination and commitment. Here's a simple guide for you to start creating your first coaching program:
How things have changed and rightfully so. Today, successful managers operate a coaching style, continually developing their teams and unleashing their people's ability and skills. Coaching is particularly effective at developing people, discarding the reliance on classroom training and putting development on the job, where it belongs. One barrier I have witnessed in many companies I've worked with, is the manager's confusion as to what is coaching and how coaching can be used as the ultimate tool for developing people. Everyone has their opinion but most agree that pure coaching is where the team member has all the answers, has the ability and once made aware, determines their own solutions. This fits very well in a text book, but not so well in a bustling, stressful, deadline oriented retail customer facing environment. Here, we want more flexibility, indirect and direct coaching. Let me show you in the Coaching Swingometer.
Secondly, with regard to the end product of their chiropractic coaching program, you'll want to see what kind of office their program creates. For example, some coaching programs are geared to create a cash practice, others an insurance practice, while other programs create an owner doctor centered practice that is personality driven-compared to another program which creates a staff driven office. You may or may not want any of these types of practices. Therefore, be sure to determine exactly what kind of office you will end up with if you do the program. A look around the chiropractic coaching world today reveals the fact that most chiropractic coaching consultants focus on "head space" or philosophy, marketing, insurance billing, or niche practice (such as decompression, etc). There are a few consultants who offer a wider range of help, and quite a few that claim to offer a wider range, but fail to deliver. None of these consultants are wrong to deliver only a specialized area, but you must know what you need and what they offer before making a commitment.
Below is the Coaching Swingometer. On the left side of the Swingometer is direct coaching or push coaching, which is tell mode coaching, more one to one training than coaching. Suitable when the team member wants some help or guidance or needs to be shown how something works or how to speak with a customer or handle an irate customer. As we move to the right we let go as coaches, encouraging more responsibility and awareness with our team member, helping them to decide their next steps. We use feedback tools to help the team member develop, we support their decisions, use tools such as GROW and head towards indirect coaching or pull coaching.
The Swingometer can swing during one coaching session. For example a team member comes to you asking for some help on handling a particularly irate customer in the foyer. It's so easy to brush them aside and go and pacify the customer yourself. But good coaching empowers the team member by unlocking their ability to handle the situation. You might start your instant coaching session by giving them some pointers and ideas, and follow up with a question as to how they're going to handle the customer, what are they going to say and empower them that way. Another example is a new programme on the system. You start by doing some one to one training in the branch with your team member, showing them how it works, demonstrating. Then you might follow up with some mock exercises and ask how they're going to use the system to help them give a better service to our customer.
You might be conducting and 1:1 with a team member to determine their learning goals for the following quarter. Here you would go straight to the right hand side of the Coaching Swingometer and operate the GROW model in a purely indirect fashion, so they completely own the decisions they make. My manager back in 1983 hadn't even heard of coaching let alone any other style of management. To a degree neither had we, the team members. But teams have changed in the 2010's, the majority of people working in customer facing retail environments are Generation Y's and late Generation X's. These generations know about coaching or its components and seek out an inclusive, empowering management style. They were brought up by parents who involved them in all family decisions and need this culture to continue in the workplace. These generations have all the information at their fingertips they could dream of, so probably know more than their manager, they want to be able to use it practically and continually learn and develop on the job.
Make sure to offer at least once a month one-on-one follow-ups to ensure that your clients are making progress. You can use this for some question and answer portion, for doing case studies, and for talking about their areas of improvement. This can be done through phone or in person whichever is convenient for both you and your clients.
How things have changed and rightfully so. Today, successful managers operate a coaching style, continually developing their teams and unleashing their people's ability and skills. Coaching is particularly effective at developing people, discarding the reliance on classroom training and putting development on the job, where it belongs. One barrier I have witnessed in many companies I've worked with, is the manager's confusion as to what is coaching and how coaching can be used as the ultimate tool for developing people. Everyone has their opinion but most agree that pure coaching is where the team member has all the answers, has the ability and once made aware, determines their own solutions. This fits very well in a text book, but not so well in a bustling, stressful, deadline oriented retail customer facing environment. Here, we want more flexibility, indirect and direct coaching. Let me show you in the Coaching Swingometer.
Secondly, with regard to the end product of their chiropractic coaching program, you'll want to see what kind of office their program creates. For example, some coaching programs are geared to create a cash practice, others an insurance practice, while other programs create an owner doctor centered practice that is personality driven-compared to another program which creates a staff driven office. You may or may not want any of these types of practices. Therefore, be sure to determine exactly what kind of office you will end up with if you do the program. A look around the chiropractic coaching world today reveals the fact that most chiropractic coaching consultants focus on "head space" or philosophy, marketing, insurance billing, or niche practice (such as decompression, etc). There are a few consultants who offer a wider range of help, and quite a few that claim to offer a wider range, but fail to deliver. None of these consultants are wrong to deliver only a specialized area, but you must know what you need and what they offer before making a commitment.
Below is the Coaching Swingometer. On the left side of the Swingometer is direct coaching or push coaching, which is tell mode coaching, more one to one training than coaching. Suitable when the team member wants some help or guidance or needs to be shown how something works or how to speak with a customer or handle an irate customer. As we move to the right we let go as coaches, encouraging more responsibility and awareness with our team member, helping them to decide their next steps. We use feedback tools to help the team member develop, we support their decisions, use tools such as GROW and head towards indirect coaching or pull coaching.
The Swingometer can swing during one coaching session. For example a team member comes to you asking for some help on handling a particularly irate customer in the foyer. It's so easy to brush them aside and go and pacify the customer yourself. But good coaching empowers the team member by unlocking their ability to handle the situation. You might start your instant coaching session by giving them some pointers and ideas, and follow up with a question as to how they're going to handle the customer, what are they going to say and empower them that way. Another example is a new programme on the system. You start by doing some one to one training in the branch with your team member, showing them how it works, demonstrating. Then you might follow up with some mock exercises and ask how they're going to use the system to help them give a better service to our customer.
You might be conducting and 1:1 with a team member to determine their learning goals for the following quarter. Here you would go straight to the right hand side of the Coaching Swingometer and operate the GROW model in a purely indirect fashion, so they completely own the decisions they make. My manager back in 1983 hadn't even heard of coaching let alone any other style of management. To a degree neither had we, the team members. But teams have changed in the 2010's, the majority of people working in customer facing retail environments are Generation Y's and late Generation X's. These generations know about coaching or its components and seek out an inclusive, empowering management style. They were brought up by parents who involved them in all family decisions and need this culture to continue in the workplace. These generations have all the information at their fingertips they could dream of, so probably know more than their manager, they want to be able to use it practically and continually learn and develop on the job.
Make sure to offer at least once a month one-on-one follow-ups to ensure that your clients are making progress. You can use this for some question and answer portion, for doing case studies, and for talking about their areas of improvement. This can be done through phone or in person whichever is convenient for both you and your clients.
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