“Real solutions have two parts: changes in values and operational changes in habits and processes.” ~ Charles Hugh Smith
This quote encapsulates the work I do with entrepreneurs.
Founders come to business coaching because they’ve had, or desire a change in values (i.e. they wanted “freedom” – the desired value, but instead their hidden values built a business that imprisons them).
To define and instill new values, entrepreneurs must change their behavior — they must forego their old habits (some that are even harmful) and develop new processes within themselves and their company.
A lesson I learned is that it’s nearly impossible for me, the coach, to change someone’s habits by facing them directly. I get entrepreneurs to change how they see their business and themselves by having them do “operational changes” in their business.
To Accomplish More, Do Less
Entrepreneurs are doers. It’s a blessing and a curse.
To lead their company to the next level they must stop doing most (if not all) of the things they currently do — especially the things they pride themselves on.
If I simply tell them how to “not do” they resist it. They won’t listen.
So, I find areas inside their business where I can get them to focus the new values they want.
I give them something to do.
The task I set them to is something new and it requires them to utilize their team to achieve it.
There are two benefits:
1) Their company improves making them more money, giving them more time for living, and starts building a richer culture in the company.
2) Their habits, beliefs and values change. Over the course of a year, they get closer and closer to the ideal vision they had for themselves and their company — a vision they had when they started or realized later.
Around the six month mark of working with clients, they have their “eureka” moment where they realize what has happened to them.
They say something along the lines of, “Oh, now I get it. You had me do all these changes in my business, but it was me who was changing.”
You don’t need a business coach (though the objectivity helps) to achieve behavioral changes in yourself and your company.
Use this question to start the process:
Where is my company broken and what does my team need to do to fix it?
I like the term broken because it’s emotional. It has more impact than a more accurate word such as ‘suboptimal.’
Once you’ve used this question a few times in your business, the next question you should start using is:
Am I assigning tasks for my team or am I defining their roles and responsibilities?
The reason this question is important is that you will most likely just assign work to your team to fix those broken parts of your company that YOU identified.
If you want to really grow your company — turn it into a sustainable, sellable, or lifelong asset, you have to stop assigning tasks.
Your team should be capable of assigning their own tasks. And you have to let them do so.
They can assign their own tasks only if they know their roles and responsibilities, and in relation to the company vision and culture.
Roles and Responsibilities: Team members know what objectives they are tasked with — the end result of why they were hired for the job. For team members to “own” their jobs, they need to have Responsibility, Authority, Accountability, and Deadlines. They can then predict what activities they should do within their job to get the desired result to move the company forward. Your job as the leader is to ensure their jobs are tied to company goals.
I use these two questions in some variation to start off the executive coaching process.
You can use them to kick off change inside your business and ultimately yourself.
Ready to learn how business coaching can help you take your business to new heights?
Go here: http://timconley.co/coaching/