Common Sense Coaching: How To Get Your Clients To Do What You Want

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When it comes to mental performance training, the first thing you have to understand is that mindset is dynamic — it can change and grow. I know it seems simple — almost too simple — but this little truth has HUGE implications. Just like you can help a client get stronger or an athlete improve their skill in a specific area, you can train those you work with to have a more tactful, resilient, focused mindset. Through her research, she found that people tend to look at basic qualities like intelligence or talent in two ways:.

Of course not. As a coach and trainer, you want to be able to train a growth mindset in your clients so that they can better withstand the struggle that they will be faced with when in the pursuit of excellence. Note: There are various fixed vs. Simply look at the fixed vs. This means holding them responsible for the energy, attitude, and mindset that they bring on a daily basis. Getting into the nitty-gritty of cultivating an elite mindset is an article all by itself and something I will cover in more detail in the near future , but for today, I want to outline the number one thing you should do to help develop a growth mindset and highlight the biggest mistake I see coaches make.

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One of the best ways you can begin training a growth mindset with your clients is through how you provide praise and how you coach them through setbacks. You DO want to focus on the effort they put in and how much they have learned and developed through the work they have invested. Instead, calmly coach them to look at setbacks as a way to learn and improve. It may seem small, but this is a simple way that even the busiest of coaches can use to begin to working mental performance training into their coaching. Make an effort to integrate the mindset assessment outlined above with your clients and athletes, and then make a consistent effort to address their specific sticking points by moving them from a fixed to a growth mindset.

Having a growth mindset the belief that you are in control of your own ability, and can learn and improve is the key to success academically and athletically as well as in business and in life. Cultivating a growth mindset in those we work with is crucial for their long-term success and is an important part of your effectiveness as a coach. When it comes to health, fitness, and performance, most coaches and trainers think of the physical side of things.

Master your mindset to unlock true potential

In the course, you will learn the skills, strategies, and tactics you need to train an elite mindset, build a winning culture, and help your clients or athletes develop the mental skills they need to reach their peak potential and consistently achieve long-term success. I will only be opening up registration for a limited time and spots are first come, first served.

Learn More. Friend's Email Address. Your Name. Your Email Address. Investors create serious value when they help you close a major customer, introduce a key partner, or forge relationships with investors for your next round. Many of your investors will have operational and deal-marking backgrounds, not to mention their huge professional networks. They are natural deal accelerators.

I love it when founders give me a wish list of deals they would like to make within a certain time frame — the ideal customers, strategic partnerships, or venture firms they would like to have involved.


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By making this information completely transparent and a bit aspirational, it lets me lean in where I have connections and keep my eyes peeled for other opportunities. I will always spend time with a wish list like this thinking about how I can get founders in front of the right people. In Sales and Business Development. A great way to get help closing sales is to send regular email updates.

There's a lot I can do with an email that gives me the specific names of customer leads for a sales intro or a CEO for a business partnership. As a founder, if you know your investor has a relationship with someone on this list, reach out immediately and ask them directly if they could broker the introduction. Don't hedge.

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This is effective more than you might think. One founder I work with sends investors a weekly update of his sales pipeline with progress made and goals against a few key prospects. If you can't do it weekly, send a monthly email like Derek from MODE, enumerating all current sales prospects and their status. This sounds like common sense, but a surprising number of founders only want to update investors once they've closed deals. They worry that they'll look bad or weak or behind if they share leads that don't convert.

This is a bad approach. Your investors have the experience to know that not all leads will end in a deal. And we know there are better and worse months for sales. But we can't make any conversions happen if don't know where to direct our efforts. In Closing Your Next Round. Your existing investors can be one of your best channels for bringing new investors into your next round. Start early working with your investors and sync on your next round goals.

Talk through it so they know how to help, who they should be introducing you to most important , and how to position your growth story.

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Develop your next round investor wish list with them. Recently, a founder of one of my investments called to tell me they were about to go out for their Series A and wanted my help. Over the next month, we talked a couple times a week and traded a lot of materials back and forth to make sure the company was putting its best foot forward.

I worked with the founders to understand the differences between Series A investors, refine their wish list, build their pitch materials, and make introductions to their top-tier choices where I could. This expedited term sheet offers. Helping you recruit the strongest team is one of the most valuable things your investors can do. They often have large networks to draw from — particularly for senior key hires — but really, you should ask them for help hiring across the board. Make sure everyone is aware of the positions you're looking to fill. When sending investor email updates, include your open positions.

If one of your angels has depth in a particular area, ask them personally for help with a specific role. Dig into their networks ahead of time using LinkedIn and tell them which introductions will move the needle the most. Be more specific about your hiring. A founder recently sent me a very detailed job spec for a hard-to-hire engineering role. He spelled out in detail the personal and technical qualities of the ideal candidate. It's easy for your investors to cast too wide a net.

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This leads to wasted effort and running out of bandwidth initiating the wrong conversations. Narrow the field for the best results. You should leverage your investors beyond sourcing too. For important roles and areas outside your expertise, consider engaging investors by bringing them into the hiring loop. Several years ago, I considered an executive role at a hot startup, and after meeting with the CEO, she had me interview with the Chairman of her Board. It was a smart way for her to double check her thinking.

It's always good to balance your perspective with someone else who has a bit of objectivity and distance from the day-to-day, particularly if you haven't hired for this seniority or role before. In many cases, involving the right investor will help you keep the bar high and rising.

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