Coaching: Questions to Ask a Life Coach

Sandra Dillon: February 16, 2018


life coaching 1

Previously, I talked about What to Look for in a Life Coach and now offer questions you may want to ask a coach before signing on for the journey. Criteria in selecting the best coach for you should include personal chemistry, connection, and credentials. If I was interviewing potential coaches, I would pull from this list of questions.

  1. How did you decide to become a life coach?
  2. Why did you pick life coaching versus other coaching specialties?
  3. How long have you been coaching on a full-time basis?
  4. What did you do before you became a life coach?
  5. What are your credentials for coaching?
  6. What do you like most about coaching?
  7. Without revealing any confidences, what types of coaching experiences have been most rewarding?
  8. Without revealing any confidences, what coaching experiences have been most challenging? How did you handle them?
  9. What do you need to know about me to know whether coaching would be effective?
  10. How is coaching different than counseling?
  11. Would you explain a little bit about the coaching process?
  12. What assessments are involved in the coaching process?
  13. What types of life issues do people typically engage you for?
  14. What do you do when you don’t think I might be stuck or am not making much progress?
  15. How do I know that you will keep what I share in confidence?
  16. How often do we meet for sessions?
  17. Where and how do you conduct the sessions (in-person, call, or video)?
  18. How available are you between sessions?
  19. What is the fee structure? Are you flexible?
  20. What references can you provide?
  21. What are the next steps if I decide to hire you?

These questions are by no means exhaustive, and you may think of ones that are important to your situation. I believe life coaching is a valuable tool to help people find purpose and meaning in their lives. I encourage everyone to explore whether life coaching is the right tool at the right time to define and achieve their goals.


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and premarital/marriage coaching.  She coaches individuals and couples as well as designs and facilitates workshops.  She has a passion to help people be the best versions of themselves.  You can learn more about Sandra by visiting her website at www.shinecrossings.com

Life Coaching: What to Look for in a Coach?

Sandra Dillon: February 14, 2018


Coaching Profession

Coaching has become one of the fastest growing professions, expanding beyond the ranks of sports to include life, executive, wellness, and leadership to name a few life coachspecialties. Brick-and-mortar as well as online schools are popping up and offering training and certification with a small investment of time and several thousands of dollars. These schools advertise how they can teach you to coach and build a client portfolio delivering a 6-figured salary. I’ve yet to find anything sustainable that does not require time, patience, and hard work. Without a doubt coaching can be transformational, and the responsibility lies with the client to vet a coach to find the best fit.

What I Would Look for in a Coach

Coaching helps people define and meet their goals, and coaches help clients get results. Coaches typically market themselves with certifications, degrees, and diplomas, yet a coach’s education is only one aspect of creating a successful coaching relationship. Other factors someone should consider before choosing a coach include:

  • Degree/Training/Certification: Does the coach have some form of training, formal education, or certification? Master’s degrees are available from colleges and universities. If selecting a coach based on his training, make sure he graduated from a program endorsed by the International Coaching Federation (ICF).
  • Length of Experience: Many coaches hang their shingle up on a part-time basis, because it takes time to build a practice. They still have full time jobs to pay their bills, so when a coach advertises he has coached for 3 years, ask more questions regarding the amount of time he’s invested in coaching.
  • Type of Experience: Although coaching uses a general set of tools and processes, a coach who has practical experience in a specific field brings added value into that area of coaching. They’ll be able to offer suggestions if a client becomes stuck on how to navigate toward his goals.
  • Recommendations: Can the coach provide recommendations from satisfied clients? If coaching is primarily individual-based, recommendations may be more difficult to secure as clients don’t want to reveal they are coached. With business coaching, companies are usually more forthcoming with recommendations.
  • Business Legitimacy: Is the coach coaching as a hobby or business? Does the coach have a social media presence (business website, LinkedIn profile, Facebook Page)? What does it say about them? Although there are many talented coaches who approach coaching as a hobby, clients should be comfortable with the cost/reward structure.
  • Connection: Don’t underestimate the value of the coaching relationship. A coach can have all the right tools, processes, and background experience on a subject and be limited in what he can do for the client because of personality fit and connection. Liking, respecting, feeling comfortable, and being inspired by your coach is very important.

How I work with Clients as a Coach

As a Life & Leadership Coach, I approach my clients holistically because humans are multi-dimensional. Although a client may come to me to work on one specific issue such as transitioning careers, changing jobs, and learning teamwork skills to name a few, we explore what is happening in each area of my client’s life. As an example, if we’re going to work on changing careers, I need to know about his/her marriage. Why? Because we need to understand how the spouse will either support or challenge my client’s ability to change careers. Since I have a broad knowledge and experience base, I routinely coach on relationships, marriage, finances, career, jobs, business management, and time management.

I typically offer a free 30-minute call, so I can (1) answer any questions about myself, (2) understand what you are seeking from coaching, and (3) recommend how I think I can help you. During the call, you learn (1) how the coaching process works, (2) whether you are comfortable with me as a coach, (3) have any coaching questions answered, and (4) whether the fee/schedule fits.

During the first session, we typically review your Wheel of Life Assessment to understand how satisfied you are with each life dimension and how they affect each other. You then prioritize where you want to initiate improvement. Most coaches are trained not to advise and only ask open-ended questions so their clients can figure out what they want to do. In my coaching practice, I wholeheartedly drive on questions but find that clients at times need my support with brainstorming options and solutions. They also need help vetting these options against their standards and discussing approaches to get over obstacles.

Next Steps

I highly encourage people to consider coaching in an area of life that they’re struggling through. Coaching can be a powerful tool as just about any athlete can attest to.  The most difficult part is finding a talented coach you click with that can help you achieve your goals.

 [Note: The opinions and views of this article are of the author’s own and do not reflect those of any coaching organization or other coaching professionals.]


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and premarital/marriage coaching.  She coaches individuals and couples as well as designs and facilitates workshops.  She has a passion to help people be the best versions of themselves.  You can learn more about Sandra by visiting her website at www.shinecrossings.com

Self-Confidence: Where It’s Sourced And How To Grow It

Sandra Dillon: February 12, 2018

While facilitating one of my Building Better Relationships workshops, an attendee asked me, “How can I give my girlfriend the self-confidence she needs?” Depression or mental illness was not a factor—just low self-confidence, which had supposedly manifested in her not expressing what she wanted, arguments, silent treatment when she didn’t get her way, a general feeling of discontent, and lack of action toward going for what she wanted in life. My reply was, “You can’t give your girlfriend self-confidence. She has to earn it for herself.” (1)Self Confidence

What is Self-Confidence?

Self-confidence is the realistic, positive belief that you can influence your world—that you have the abilities, personal power, and judgment to overcome obstacles and get what you want in life. You’re not immune to occasional fears, doubts, and failure, but overall you trust yourself and what you can do!

Self-confidence can only be developed and sourced from within. No amount of participation trophies, positive words, or kind gestures can build self-confidence, because these are only externally applied props. These supports can be cheerleading tools and enjoyable rewards, but are not substitutes for hard work and sacrifice.

You can’t ask, beg, or pay any one any amount of money to do the hard work that it takes to build your self-confidence. What spouses, partners, friends, and family can do is be supportive by providing encouragement, brainstorming, and feedback which is akin to helping a person help himself. You’ve likely heard the expression—do with and not for.

How to Grow Self-Confidence

The only times I’ve seen self-confidence grow in adults is when they attacked challenges head-on, worked hard, worked smart, and never gave up on improving themselves and their situations. When they hit a wall, instead of turning around and giving up, they instead figured out a plan of approach to get to the other side. They found a way of either digging under it, blasting through it, crawling over it, or stepping around it.

When you get to the other side of the wall, look over your shoulder, and can honestly say to yourself, “I did that,” that is the point when your self-confidence climbs another rung on the ladder. Self-confidence increases when you put your heart, mind, and soul towards something and accomplish it, proving to yourself you can get to the other side of the wall.

Role of Family and Friends in Building Self-Confidence

When spouses, parents, and friends do for you what you should be doing for yourself, they are robbing you of the opportunity to grow your self-confidence. When they rescue you from the consequences of your decisions or actions, they’re again robbing you of a teaching opportunity that can grow you. They may not be stealing a piece of you, but they are starving you of what it means to be a fully functioning, resilient, and ultimately happy individual.

The next time someone wants to bail you out or do something you know you should be doing, I would suggest you say, “No thanks. I can do it, but I sure wish you’d keep checking in on me. I may need your support, and this is what support looks like…”

(1) Men as well suffer from poor self-confidence.


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership, life, and premarital/marriage coaching.  She coaches individuals and couples as well as designs and facilitates workshops.  She has a passion to help people be the best versions of themselves.  You can learn more about Sandra by visiting her at www.shinecrossingsministry.com.

Self-Leadership: Have You Prepared Yourself to Lead?

Sandra Dillon: February 9, 2018


“Leadership” has become the new buzzword with people aspiring to be recognized as a leader either informally or by having leadership positions and titles? People are judged more than ever on their leadership skills. I overhead someone say he didn’t get a management position, because he didn’t have enough leadership skills. He then followed this comment with, “How am I supposed to get leadership skills, if they don’t give me the position?” What some fail to realize is that leadership skills are easily developed and honed without having a title or assigned power. Leadership is about influence, and the first step is preparing yourself to lead well before trying to lead others.

How does one prepare for leadership? The first and probably most important step is self-examination. Most people think they are good at sizing up other people and fail to realize they don’t have the same ability to accurately size up themselves. We use a different leadership-underconstruction2lens to judge ourselves than we do others. People are programmed to see themselves in a more positive light than they are—perhaps this is a design of self-preservation.

When you look in the mirror, what do you think people see? We must get honest with ourselves, so we can work on our deficiencies, play to our strengths, and be the best version of ourselves. If you struggle in trying to see yourself in the way others do and want to take steps toward improving your self-leadership, below are options to help you get that accurate feedback.  [Note: Receiving feedback is hard, even when it’s for our own benefit.]

  1. Ask trusted colleagues, friends, and even family what habits and traits you have that are causing more harm than good. How do these attitudes and behaviors affect your relationships? If you can’t think of any people that you can trust with these questions, what might this say about your leadership?
  2. Review your interactions at work, home, and within your community. After each encounter, critique yourself on what you did well and how you could do better? Identify areas of specific improvement even if incremental. What words could you have shared or action taken that may have resulted in a more favorable outcome for all involved.
  3. What are your strengths and weaknesses? If you have a difficult timing thinking of these, consider taking the Clifton Strength Finders survey.
  4. In your area(s) of weakness, have you made a commitment to improve? Likely a weakness will never become a strength, but can you shore up your weakness so it doesn’t cause undue hardship. If you can’t improve it, can you cover it in a different way such as partnering with someone who has your weakness as a strength?

Leaders know the grave responsibility that comes with leadership and caring for the well-being of those they lead. Leaders are gifted in different ways, and although no leader is perfect, he or she knows his limitations and ensures others get the best of what he or she is capable.


About the Author: Sandra Dillon is a professional coach and consultant with an extensive background in leadership, business development, and sales.  She coaches individuals as well as designs and facilitates workshops.  She has a passion to help organizations engage all their colleagues.  You can learn more about Sandra by visiting her website at www.shinecrossings.com.

Leadership: How to Influence People and Outcomes

Sandra Dillon: January 25, 2018


leadership is influenceThere’s a reason why Dale Carnegie’s How to Win Friends & Influence People has been in print for over 80 years. Its longevity owes itself to the timeless understanding of what drives human behavior. With leadership synonymous with influence, leaders should embrace Carnegie’s (1964) principles in how to (1) handle people, (2) make people like you, and (3) win people to your way of thinking.

In my experience, 20% of business success can be attributed to knowledge with the balance to a person’s skill in implementing Carnegie’s techniques—meaning 80% of business success comes from how you lead yourself and engage with others. Many of these learnings come from Carnegie asking himself three questions after every encounter:

  1. What mistakes did I make?
  2. What did I do that was right, and in what way could I have improved?
  3. What lessons can I learn and apply in the future?

If you’re able to master Carnegie’s key principles, you’ll likely find yourself in the top 5% of those who can influence people and their circumstances. Below is my winning summary of Carnegie’s best.

Successful Techniques in How to Handle People

  1. Don’t criticize, condemn, or complain. Instead try to understand people and why they do what they do. Humans naturally have prejudices and are motivated by pride and occasionally vanity in their words and actions. Criticism only puts a person on the defensive, incurs resentment, and causes him* to justify himself.
  2. Give honest and sincere appreciation. A strong human need is the desire to feel important which is why people crave appreciation, especially from their superiors and those whom they respect. Be careful with flattery—otherwise known as counterfeit appreciation—which comes across as insincere.
  3. Focus on what the other person wants and show him how to get it. Unselfishly serving others brings enormous advantages to the relationship.

Six Ways to Make People Like You

  1. Become genuinely interested in other people as opposed to trying to get people interested in you. Help others in ways that require your time, energy, unselfishness, and thoughtfulness.
  2. Smile, smile, and smile. Your smile is a messenger of what’s inside you, and it has the power to brighten someone’s life by conveying “I like you” or “I’m glad to see you.”
  3. Remember a person’s name. A person’s name is the sweetest and most important sound to him. Use it generously, and spell it correctly.
  4. Be a good listener and encourage others to talk about themselves. Ask people a lot of questions and validate the stories and words they share in conversation.
  5. Talk in terms of the other person’s interests. Talk about the things the other person treasures most.
  6. Make the other person feel important. When people believe you sincerely think of them as important and appreciate them, they will respond positively to you. Reflect on something you can genuinely admire and then recognize them for it.

How to Win People to Your Way of Thinking

  1. Avoid an argument. You can’t win an argument, because if you lose it, you lost it, and if you win it, you lost it. Why? Because someone who has lost an argument feels inferior, has his pride hurt, and will ultimately resent the triumph. The only successful way to change someone’s mind is to help him come to that conclusion himself. It’s better to manage a disagreement by trying to see the other person’s viewpoint, look for areas of agreement, and encourage him to think over your ideas.
  2. Show respect for the other person’s opinions and never tell them, “You’re wrong. You cannot change opinions when you’ve hurt someone’s feelings.  When you hurt someone, they’re not receptive in listening to anything you have to say.
  3. If you’re wrong, admit it clearly and quickly. Stating those words clears the air of defensiveness and helps solve problems.
  4. Begin any controversial conversation in a friendly way. As the old saying goes, “You can catch more flies with honey than vinegar.”
  5. Get the other person saying, “yes, yes” immediately. Begin a conversation by emphasizing the things in which you agree. Several initial “yes” responses keep the listener moving in an affirmative direction.
  6. Let the other person do most of the talking. Think the 80/20 rule—the other person talks 80% of the time and you only 20%. Let them talk themselves into what you want them to do. [Note: This one is difficult for the extrovert.]
  7. Let others feel that the idea is theirs. Suggest, suggest, and suggest. Then let the other person think about it so much that he thinks it’s his idea.
  8. Try to see things from the other person’s point of view even if the other person is wrong and doesn’t think so. By validating the other person’s viewpoint, he will likely have a open mind to hear your ideas. [Note: Validating is not agreeing.]
  9. Be sympathetic to the other person’s desires. Validating someone even if you don’t agree will go a long way in keeping emotions in check and leaving them with a positive feeling towards you.
  10. Assume the other person operates with noble motives. People will react favorably toward you when they believe you consider them honest, upright and fair.
  11. Dramatize your ideas. Stating the simple truth may not be good enough. You may have to make the truth vivid, interesting, and dramatic in order to get the other person’s attention.
  12. Throw down a challenge. People have a competitive spirit. If you want to get things done, stimulate some competition and tap into to people’s desire to excel and prove their worth.

Practice Makes Perfect

A leader’s job often includes setting people up for success by helping them change their attitudes and behaviors. Carnegie’s (1964) suggestions to accomplish this are simply stated:

  1. Begin with praise and honest appreciation
  2. Call attention to people’s mistakes indirectly
  3. Talk about your own mistakes before criticizing the other person
  4. Ask questions instead of giving direct orders
  5. Let the other person save face
  6. Praise the slightest improvement and praise every improvement
  7. Compliment the very trait in a person that you want him to live up to
  8. Use encouragement and make any fault seems easy to correct
  9. Make the other person happy about doing the thing you suggest

With over 30 recommended behaviors, a person may feel overwhelmed on where to start. I would suggest rating yourself on a scale of 1-10 on how well you perform on each behavior. Select three behaviors that you are committed to improve upon and brainstorm specific approaches or words that will produce a more favorable outcome. Changing behaviors can be difficult at first, but repetitiveness turns new behaviors into old habits.

In my opinion one of the most impactful behavioral changes you can make is to remove one word from your vocabulary. What word? The word “but.” “But” negates everything that was said before it and closes down the conversation. If you replace “but” with the word “and,” you’ll see a dramatic difference in where the conversation goes. Don’t be discouraged when you realize how difficult it can be to remove that conjunction from your sentence structure. New habits are right around the corner.

Reference

Carnegie, D. (1964). How to Win Friends & Influence People: The Only Book You Need to Lead You to Success. New York, NY: Gallery Books.

*He and him also refers to she and her. He is used as opposed to he or she to make it easier for the reader.


About the Author: Sandra Dillon is a professional coach and consultant with an extensive background in leadership, business development, and sales.  She coaches individuals as well as designs and facilitates workshops.  She has a passion to help organizations engage all their colleagues.  You can learn more about Sandra by visiting her website at www.shinecrossings.com.

How to Build Customer Connections Through Fun and Service

Sandra Dillon: January 19, 2018


mission trip

In 2001 Convergint Technologies (www.convergint.com) was founded upon 10 driving values and beliefs. Last but not least was “We promote fun and laughter on a daily basis,” and they mean it by giving every employee a $100 and a paid day off each year to go have fun. Additionally, this company closes all of its branches across the globe on its founding birthday, so its employees can go out into their respective communities and serve others who are less fortunate. They also invite their vendors, customers, plus family members to come along and help. They have given paid time off for employee teams to serve in disaster relief efforts both in the United States and abroad. I share these stories not to pat Convergint on the back for doing good, but for stepping out in innovative ways that make great business sense while benefitting everyone involved. They truly have built customer and employee connections through fun and service. How well is your company strengthening these same connections?

The internet has thousands of articles that recommend how to strengthen customer relationships and build stronger teams. From my business and professional experience, the most powerful way to build connection is through shared activities that involve fun and service. Not only does the experience create an immediate connection but the ongoing memories solidify the bond. If you include spouses and other family members as part of the activity, don’t be surprised if you become part of the extended family, likely brought up in conversation around the dinner table.

If you think the concept has merit and you’re searching for ideas, below are a few you might consider:

  1. Serve at a local charity (food bank, boys & girls club)
  2. Take a class together (cooking, pottery, woodworking) with hands on participation
  3. Host a unique experience (skydiving) or competition (go-kart racing)
  4. Rent out an Improv studio and have teams compete (remember “Whose Line Is It Anyway?)
  5. Host a talent contest
  6. Have an employee cook-off (chili, soup, dessert, BBQ) and have vendors and customers be the blind judges
  7. Organize a field day or carnival with games and fun for the whole family

My personal favorite that builds a lifetime bond—organize and lead a mission trip of co-workers, customers, and vendors. Having taken teams to Honduras and El Salvador many times to drill a water well at a local school or rural community, I can honestly say that my business colleagues, turned mission mates, and I bonded at a level that words cannot adequately described. We worked alongside each other, got dirty and sweated together, shared rooms and meals, struggled with the local language, and had our hearts united with the locals. If you want to get sticky with your customers, take them on a mission trip.


About the Author: Sandra Dillon is a professional coach and consultant with an extensive background in leadership, business development, and sales.  She coaches individuals as well as designs and facilitates workshops.  She has a passion to help organizations engage all their colleagues.  You can learn more about Sandra by visiting her website at www.shinecrossings.com.

People Operations: Are Your Work Rules Benefitting Your Bottom Line?

Sandra Dillon: January 17, 2018


What would happen in your company if tomorrow the Human Resource Department was replaced with a People Operations Department? One answer: leadership might be taking the first step in transforming the culture by changing the labels and the rules by which it hires and engages its employees. It might be taking on some of the be

Work Rules

st people practices that Google has innovated and field tested within in its own company.

Laszlo Bock, former SVP of People Operations, takes you on a journey of failures, successes, and celebrations within Google, as leadership tried to attract the best talent and ensure all its employees succeeded. The results? Hundreds of accolades including #1 Best Company to Work for in the United States and in 16 other countries. If you lead a business or any organization, you’ll want to study and learn from Google who delivers the latest research blending human psychology with behavioral economics.

Bock (2015) shares the people strategies and tactics that leadership can use to lead their employees and teams to higher engagement, productivity, satisfaction, and reward. Google’s stated mission is to organize the world’s information, and in this case, they decide to design, collect, organize, and interpret data using its own 55,000 employees spread over more than 70 countries. Several of the more well-known business conclusions Google was able to prove:

  • You can learn from both your best as well as your worst employees,
  • You should only hire people who are smarter than you in some way, no matter how long it takes to find them,
  • You shouldn’t rely on your gut but use data to predict (Some may consider this one controversial).

The three Google lessons that are not mainstream business thinking but may make a difference in how well your company performs include:

  • Taking away managers’ power over their employees: Hiring, firing, promotions, and salary actions should be done by a committee using transparent data with managers only held responsible for coaching their direct reports to succeed in their work.
  • Paying unfairly because it’s the fair thing to do: Employee performance typically does not follow a bell curve, but a power curve. Your best employees should be rewarded multiples over your average producing employees.
  • Giving your employees more freedom than you’re comfortable with: Trust your employees more.

You might be saying, “These concepts would never be put into practice in my company.” That may or may not be true, but the challenge for all leadership is to be thoughtful enough to make the hard decisions that can champion change and spur their employees to collectively produce at the next level. You’ve likely heard the old saying that idiocrasy is doing the same thing again and again and expecting a different result. How does your organization need to change in how it leads people to get better results?

Is now the time to learn from actual field results and try to see how these concepts can work in your organization? I encourage every employee, supervisor, manager, and leader to pick up this book and find one or two concepts, rooted in research, that can be applied in life and in business to engage others more.  It’s easier and cheaper to learn from the successes of others who have paved the way.

Reference

Bock, L. (2015). Work Rules: Insights from Inside Google That Will Transform How You live and Lead. New York, NY: Twelve Books.


About the Author: Sandra Dillon is a professional coach and consultant with an extensive background in leadership, business development, and sales. She coaches individuals as well as designs and facilitates workshops. She has a passion to help organizations engage all their colleagues. You can learn more about Sandra by visiting her website at www.shinecrossings.com.

Change Your Life By Changing Your Relationship with Money

Sandra Dillon: January 8, 2018


Financial-Coaching 1

Your Money Relationship

Money can be a difficult topic to discuss because of our emotionally complex relationship with it and how we use it to create meaning in our lives. We need money for the necessities of life such as food, water, clothing, and shelter, but we also use money to achieve status, security, enjoyment, and control over our world.  How would you describe your relationship with money?

We typically have dreams involving our lifestyle, career/job, relationships, community, and faith. These areas of life are all connected and usually supported by a financial plan that prioritizes and balances income, spending, and savings. Two big questions we should all be answering for ourselves are: (1) What budget do I need to implement to help me achieve my goals, and (2) What financially based behavioral changes do I need to make to create the life I want? If you haven’t seriously thought about these questions in the past, answering them could be an intimidating task.

What is Financial Coaching?

If you need help creating a financial path out of the woods, a coach can be the partner who helps you to see the forest through the trees. Financial coaching is a partnership where clients learn financial skills, increase financial savviness, set goals, shape a financial strategy, and execute an earning/spending plan that helps them achieve both their short- and long-goals. A coach and client co-create the plan and brainstorm ways a client can successfully execute it.

Coaches also support their clients by identifying and fostering behavioral changes that will result in sustainable performance. The client’s money habits and goals need to be aligned and working in concert. Financial coaches keep their clients focused on positive financial behaviors while making allowances for missteps as these new money habits take form.

How Can a Financial Coach Help Me?

You will likely find yourself sharing the financial details of your life under a confidentiality agreement. Your coach will need an accurate picture of your financial situation and an understanding of your current behaviors/thinking that will either support or undermine you from reaching your goals.  You will co-create strategies to address risks that may disrupt your plan.

Financial CoachingCoaches monitor your progress, provide feedback, and make referrals as needed. Your financial coach will teach, encourage, support, and challenge you as you strengthen your financial stewardship.

Some clients may be financially savvy on the mechanics and skills of budgeting and long-term planning but only lack discipline.  In this case, a financial coach can still provide value by helping the client: (1) determine underlying sabotaging practices and their causes, (2) identify positive long-term financial behaviors, (3) practice new behaviors until they become more comfortable.

Your Next Decision

No matter what stage of life or age, it’s never too late to pause and decide to live out a new financial plan that excites you and gives you long-term peace of mind.  As someone once shared with me, “It’s ok to be old, and it’s ok to be broke, but it’s a terrible thing to be both old and broke.”  Don’t let lack of financial planning have you regretting your earlier choices.


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership, life coaching, marriage, and finances.  She coaches individuals as well as designs and facilitates workshops.  She has a passion to help people be the best version of themselves. You can learn more about Sandra by visiting her websites at www.shinecrossings.com and www.shinecrossingsministry.com

What Movie Best Describes Your Sales Team’s Performance?

Sales GraphBringing some humor to the topic, what movie best describes your sales team’s performance this past year? Does He’s Just Not That Into You characterize your primary customer relationships–those who buy from you until a better offer comes along? What about the movie Titanic? You’ve invested heavily in sales salaries, training, and tools. The sales ship has sailed, and revenue seems to have hit an iceberg and is sinking against expectations. Or is your team acting out one of the Rocky movies? With seven title releases, you may be asking, “Which one?” Is your sales team the underdog who diligently works the plan to become your customers’ major supplier, or the team who was once a sales champion and now finds itself working to reclaim that title?

Every sales team is filming its own movie. Whether the sales team will make an awarding winning film will be heavily influenced by several factors:

  • acting skill [sales people skills, experience, and competencies]
  • quality of the script [sales strategy and execution plan]
  • script appeal [quality of products and service]
  • passion of the actors [emotional engagement of the sales team]
  • director’s skill [sales leadership ability]

If all five elements of the movie are strong, you’re likely to produce a film that will draw a large audience [customers]. With the kick-off of a new year, I would encourage businesses/sales organizations to rate themselves on the above five factors using a scale of 1-10? Which area is weakest and how could you move that rating higher? What movie would you hope to have your sales organization reflect?


About the Author: Sandra Dillon is a professional coach and consultant with an extensive background in leadership, business development, and sales. She coaches individuals as well as designs and facilitates workshops. She has a passion to help organizations engage all their colleagues. You can learn more about Sandra by visiting her website at www.shinecrossings.com.

When to Use a Coaching Facilitator to Achieve Business Breakthrough?

Group Coaching 2Some businesses struggle with developing strategy, implementing a plan, or even determining the best way of addressing an issue. With the pressure of delivering quarterly results, some companies operate in a continual fire-fighting mode. An ingrained fire-fighting culture can make it difficult for a company to think strategically or focus on the long-term. Skills that are not practiced become dull. When a business realizes it has lost its sharp edge and decides to tweak or change course, engaging a coach may be the best tool to pull out of the business toolkit.

If you are wrestling with a business issue or deliverable and having difficulty getting started or completing it, you may want to contract a coaching facilitator. Coaching facilitators can be used to help companies:

  • create high functioning business or functional teams
  • develop business, strategic, and execution plans
  • solve pressing problems
  • build effective processes

Coaching facilitators are typically professional coaches skilled in business, facilitation, human behavior, and strategic thinking. They will help facilitate the journey of the team through team development, problem solving, decision-making, planning, and goal achievement. A coaching facilitator embodies the best attributes of coaching and facilitation and leads the group through a process to identify the issue, bring forward all the information, brainstorm and vet all ideas, decide on a course of action, assign responsibilities, and hold people accountable.

What can you expect from a coaching facilitator? Look for one that will:

  • Work with the team leader to define the issue and team composition
  • Provide administrative support and facilitate the meeting as well as manage the overall process
  • Uncover the team members’ feelings and gut level reactions to an issue
  • Draw out the facts and focus the attention of the team on the issue
  • Help the team to collect data and brainstorm ideas and solutions
  • Ensure full participation of the group members
  • Draw out meaningful dialogue to broaden perspective
  • Challenge and provide feedback to “group think” behaviors
  • Get team to decide on a course of action
  • Help team to frame SMART goals
  • Motivate and encourage the team
  • Help the leader hold the team accountable

Over time a coaching facilitator should help the team operate more effectively on their own, based on the team working through the same general process. The process will become a practiced way of approaching strategy, business plans, and problem-solving. A coaching facilitator can also train selected employees to serve as coaching facilitators for a company’s future endeavors.


About the Author: Sandra Dillon is a professional coach and consultant with an extensive background in leadership, business development, and sales. She coaches individuals as well as designs and facilitates workshops. She has a passion to help organizations engage all their colleagues. You can learn more about Sandra by visiting her website at www.shinecrossings.com.