Coaching Conversations With Marie Taylor & Steve Crabb

How to get people's attention. Why we need to engage, inform and influence to have an impact.

Why networking and collaboration is important in business. Why solopreneurs can benefit from networking. Why clarity on your boundaries is key in collaboration.

How business leaders and coaches can stand out from the rest. Being unique not generic. Why consistency is important in our messaging.

The importance of establishing mentoring programmes effectively to create powerful mentoring. The limits that mentors sometimes have if they lack training.

How to help leaders become excellent at what they do and trust others to do what they're good at. Trusting others to deliver and focus on the right things.

How to manage your thinking and emotions in business. Managing thinking and state to reduce burnout.

How to take an idea and make it into something real. Moving the plan from an idea to defining the journey of their business.

Why mission, vision and values are important across all aspects of business. Stakeholders use values, vision and mission to make choices, so help them to make sure they match.

What to do when the story of an organisation doesn't match what we see as an organisational observer. Helping an organisation see its blind spots. Working with permission.

How to help business define and tell their story. The reasons to tell a business story and why congruence is key. The different aspects of a story and why these are important.

Enabling clients to engage with us. Setting the rules, and playing the coaching game. Defining the rules of engagement and using them.

How to prepare for a session as the coach. State management, recording and using coaching models.

Negotiating shifts in the coaching contract. Selling the client the service to answer the problem they have rather than the one they think they have.

How to present the case for coaching and pitch for business.

What to do when a client changes the coaching relationship. Who are we really working for in organisations? How do we handle the conversation when a coaching client wants to go off brief and your contract with the organisation may be in conflict with that?