Article Source: Red Eye Chicago, A Chicago Tribune publication, redeyechicago.com, By Alexia Elejalde-Ruiz

They’re young, powerful and successful-you may be surprised how they reached the top of the career ladder so fast.

Julie Smolyansky was 27 when she became a CEO. Her father died suddenly of a heart attack, leaving her to run the publicly traded yogurt company he’d founded 16 years before. ”The outside world didn’t believe I could handle it,” Smolyansky, now 34, recalls. “But failure was not an option.”

For the next three years, Smolyansky said, she slept an average of three hours per night as she worked to save Morton Grove-based Lifeway Foods. It paid off.

Last year, the company’s revenues were more than triple what they were when she took over, having risen from $12.2 million in 2002 to $44.5 million.

Smolyansky, who lives in Lincoln Park, credits her success to her instinctive knack for marketing, a dedicated staff, some strategic product initiatives–and most of all, a genuine belief in the product.

“You have to live it, love it,” she said.

Every now and then, you come across a young person who seems to have sprinted up the career ladder. A 27-year-old CEO. A 26-year-old high school principal. A 28-year-old congressman.

For the masses toiling at more modest posts, such a swift upward trajectory is met with a mix of awe and envy. How did he or she get there so quickly? What is it about this person’s talent, work ethic, connections or luck that propelled him or her to such prestigious heights so early?

And what am I doing wrong?
While there’s no magic formula, young Chicagoans in high places say good mentors, positive attitude, willingness to work every waking hour and humility are among the secrets to their success.

That’s not exactly groundbreaking insight, but it bears repeating as job dissatisfaction rates sit at 35 percent, according to a survey published this year by salary.com, with Millennials reporting the most job dissatisfaction (65 percent).

Jeremy Ulmer, a Chicago coach, said he gets a range of clients, from recent college graduates to CEOs, who are seeking support or looking for a sounding board in order to be more effective, attain higher leadership roles or get a lift out of the quicksand of their stagnant careers.

Sometimes, he said, it’s hard for clients to answer the most important question of all: What is it that you really want?

“If you can find what you love to do, it doesn’t even feel like work,” said Ulmer, 32. “When you’re that passionate about it, the likelihood of success is 10 times greater.”

Talking to young Chicagoans with impressive career paths, passion is the common ingredient.

“It’s about love,” said Eboo Patel, 33, who recently was appointed to the Advisory Council of the White House Office of Faith-based and Neighborhood Partnerships. Patel founded the Interfaith Youth Core when he was 22 and continues to spend “every spare moment” working on the nonprofit, which brings together young people of different faiths for community service projects to highlight the goodness of religion.

Patel ran the organization with no budget for four years, working as a professor to make a living, before he got his first grants for the Youth Core, totaling $100,000. This year, he said, his budget is $4 million.

Of course, love isn’t all you need. In Patel’s case, a prestigious Rhodes scholarship and substantive knowledge of religion and foreign affairs helped win him supporters and funding because they allowed him to smartly and seriously convey his vision. Mentors also are key.

Read the rest of the article here.

Picture: Make sure you add one if you don’t have one on your profile yet. Headshot is best.

Personal Tagline: Write one, and update it. Click on the blue text, “What are you working on”  Maybe place your elevator pitch here?

Don’t Cut and Paste Your Resume: Describe experience/abilities.

Elevator Pitch: Make sure it is within your introduction section. You have 5 seconds to grab attention.

Specialties: This section is where you put your most important keywords for SEO, and searches within LinkedIn. Make sure you use variations of the keywords as well, so you will appear in LinkedIn searches.

Additional Information: Add websites, (customize it, don’t leave it as “My Website” and it can help with Google page rank) Add awards, passions, other abilities. Round out your profile.

Recommendations: Write them and request them.

Answer and Ask Questions: You will get more clicks on your profile when you ask thoughtful questions or give helpful answers. Establish your expertise and credibility in a field.

Add Connections: This boosts visibility and when people scan your profile, they will look to see who you know in common. If you know someone in common, your profile is often viewed in a higher regard.

Profile URL: Make a custom URL, to reflect your name or tagline. (Edit-’Public Profile’ near the top) You can then add this custom URL to your website or email signature.

Groups: Join groups that you wish to participate in their discussions. Ask questions and answer questions there. Be aware that many of the groups have turned into job boards or free advertising. So if you start a group, make sure to specify the rules/regulations. Starting a Group for yourself can be a great way to network and drive business as well.

Applications: There are some great new applications within LinkedIn that enable you to post presentations, travel information, attach your blog to your profile and many other ways to add depth to your profile.

Here is my profile as an example: www.linkedin.com/in/jeremyulmer

Do you want to take your Linkedin Profile and Linkedin Results to the next level? Contact me for a free consultation or learn more about my Linkedin Coaching program.

Jeremy J. Ulmer, Professional Coach, Sales Coach, Sales Mentor, Business Coach, Life Coach, Executive Coach

“I absolutely believe that people, unless coached, never reach their full potential.” - Bob Nardelli, CEO, Home Depot

“Many of the world’s most admired corporations, from GE to Goldman Sachs, invest in coaching. Annual spending on coaching in the U.S. Is estimated at roughly $1 billion”. - Harvard Business Review

“Recent studies show business coaching and executive coaching to be the most effective means for achieving sustainable growth, change and development in the individual, group and organization.” – HR Monthly

“A major benefit of coaching is having someone who helps you see your strengths and weaknesses and uses them to accomplish your goals.” – Minneapolis Star-Tribune

“Using [coaching] instead of sending executives and managers to seminars two or three times a year can be more beneficial to ongoing career development, not to mention less expensive…” – PC Week

“Coaching takes a holistic view of the individual: work, corporate values, personal needs and career development are made to work in synergy, not against one another.” – British Journal of Administrative Management

“Coaching started in the business world to help stressed out executives cope with their professional and personal lives, and it still thrives in the corporate environment. But, increasingly, individuals are turning to coaches for help with every sort of problem.” – Boston Globe

“If you want to build your business and at the same time have a rewarding personal life, you call a coach.” – Denver Post

“A personal coach can help you by getting you to spell out what it is that you really want and then working with you to make the changes that actually enable you to get there.” – The Vancouver Province

“A study featured in Public Personnel Management Journal reports that managers (31) that underwent a managerial training program showed an increased productivity of 22.4%. However, a second group was provided coaching following the training process and their productivity increased by 88%. Research does demonstrate that one-on-one executive coaching is of value.” – F. Turner, Ph.D.

“Xerox Corporation carried out several studies on coaching. They determined that in the absence of follow-up coaching to their training classes,  87% of the skills change brought about by the program was lost.” – Business Wire

“In a 2004 survey by Right Management consultants, 86 percent of companies said they used coaching to sharpen skills of individuals who have been identified as future organizational leaders.” - Excerpt from “What An Executive Coach Can Do For You” – Harvard Business School.

“Business coaching is attracting America’s top CEOs because, put simply, business coaching works. In fact, when asked for a conservative estimate of monetary payoff from the coaching they got… managers described an average return of more than $100,000, or about six times what the coaching had cost their companies.” - FORTUNE Magazine

“A coach may be the guardian angel you need to rev up your career.” - MONEY Magazine

“Across corporate America, coaching sessions at many companies have become as routine for executives as budget forecasts and quota meetings.” - INVESTORS BUSINESS DAILY

“Coaches are not for the meek. They’re for people who value unambiguous feedback. All coaches have one thing in common. It’s that they are ruthlessly results-oriented.” - FAST COMPANY Magazine

“I never cease to be amazed at the power of the coaching process to draw out the skills or talent that was previously hidden within an individual, and which invariably finds a way to solve a problem previously thought unsolvable.” - John Russell, Managing Director, Harley-Davidson Europe Ltd.

“.[A coach] is part advisor, part sounding board, part cheerleader, part manager and part strategist.” - THE BUSINESS JOURNAL

“[Executives should seek coaching] when they feel that a change in behavior-either for themselves or their team members-can make a significant difference in the long-term success of the organization.” - Marshall Goldsmith, Fast Company Columnist

“strong consideration needs to be given to using external coaching programs to enhance internal results.”

“The study also indicates that using internal coaches to coach managers or executives is not correlated with coaching success. It appears that using external coaches for those groups is more effective and perhaps confirms that the higher cost of using an external coach may be well worth it.”

New Global Study Tackles What Really Works When It Comes to Coaching Employees

Article Source: American Management Association

American Management Association and the Institute for Corporate Productivity Provide In-depth Look at Successful Coaching Practices

June 17, 2008

At one point, having a coach carried a stigma because it was more frequently directed at problem employees. Today, it’s more likely to be a sign that the employee is on the fast track and that the organization is serious about raising performance levels and developing talent. That’s according to an extensive global study commissioned by American Management Association (AMA) and conducted by the Institute for Corporate Productivity.

Coaching: A Global Study of Successful Practices is based on a survey that included responses from 1,030 managers and executives across a wide range of functional areas. The survey was conducted using AMA’s global network, including Canadian Management Centre in Toronto, Management Centre Europe in Brussels, and AMA’s partners and affiliates in Mexico City, Tokyo, Shanghai, Beijing, and Istanbul and in many other cities around the world.

When asked about the groups that their organizations coach, 60% of respondents said the coaching involved high potential employees to a high or very high extent, and 42% said the same about executives. By contrast, 37% said they coach problem employees to such a high extent.

The study defined coaching as “a short- to medium-term relationship between a manager or senior leader and a consultant (internal or external) with the purpose of improving work performance” (Douglas & McCauley, 1999). And this study showed that coaching is indeed linked to improved performance, both at the individual and organizational levels.

“Executive coaching has become one of the tools to achieve effective leadership in today’s vastly changing corporate culture. As we increasingly learn how to measure executive coaching, we will find that we manage its role in leadership development better,” said Edward T. Reilly, president and CEO of American Management Association. “In going forward, what we have learned from this study will pave the way to a clearer understanding of the possibilities of executive coaching and practice. Change will need to come quickly given the vacancies in top management that are likely to occur due to retirement of the baby boomer generation,” Reilly said.

Respondents from organizations that use coaching more now than in the past are more likely to report two kinds of advantages. First, they are more likely to state that their organizations have higher levels of success in the area of coaching. Second, they are more likely to say that their organizations are performing well in the market, as determined by self-reports in the combined areas of revenue growth, market share, profitability, and customer satisfaction.

“There’s been skepticism about executive coaching in recent years. In some cases, it’s been warranted. Coaching for coaching’s sake is probably worthless. But this study suggests that—when it’s done right—coaching can raise both individual and organizational performance,” said Jay Jamrog, senior vice president of research of the Institute for Corporate Productivity.

The study found that raising individual levels of performance is the number one reason for using coaching and that using coaching for this purpose is highly correlated with the success of coaching programs.

But there are many ways of designing and implementing coaching programs and not all are equally effective, the study found. For one, sending potential coaches to external development programs was more strongly correlated with overall coaching success than more internally focused methods. Yet, those external programs were less commonly used, suggesting that strong consideration needs to be given to using external coaching programs to enhance internal results.

The study also found that clarity of purpose counts. The more a company has a clear reason for using a coach, the more likely that its coaching process will be viewed as successful. Add measurement into the mix and you have a winning formula. The research indicates that the more frequently respondents reported using a measurement method to gauge coaching effectiveness, the more likely they were to report success in their coaching programs. The measurement methods that were most strongly linked to success are individual increases in productivity, impact on engagement, satisfaction with the program, and bottom-line results on the business.

Survey participants were asked to what extent their organizations used certain criteria to match coaches with coachees. By far, the most frequent basis for matching was the area of the coach’s expertise. Almost three-quarters of respondents (74%) said matching decisions were—either frequently or a great deal—based on finding a coach with the right expertise to address specific issues.

Matching the right expertise with the right client is associated with higher success rates.

The study also shows that it pays to interview coaches. Surprisingly, when asked about the criteria they used to select coaches, only 54% say they interview potential coaches frequently or a great deal. Yet, this basic step is more correlated with reported success of coaching than any other selection strategy. Both time and money are wasted when organizations fail to invest time up front matching clients with coaches.

Another coaching best practice is to know when to use an internal versus external coach. The research indicates that external coaches are hired most often to work with executives. External coaches are significantly less likely to work with managers or supervisors. On the other hand, internal coaches are almost equally likely to work with managers as they are supervisors. Internal coaches are significantly less likely to work with executives. Additionally, while internal coaches were assumed to coach employees at all levels of the organization (43%), very few respondents (5%) said that external coaches coach employees at all levels to any great extent.

The study also indicates that using internal coaches to coach managers or executives is not correlated with coaching success. It appears that using external coaches for those groups is more effective and perhaps confirms that the higher cost of using an external coach may be well worth it.

The study found that providing coaching to expatriates is associated with success and improved market performance. Yet, few companies report that they offer coaching to this segment of their employees, suggesting that there’s an opportunity for competitive advantage here.

The study also found that there’s room for improvement in various areas related to coaching. For example, only about a third of respondents (32%) considered peer coaching (in which each participant acts as both coach and coachee to a partner within the organization to improve growth and development) to be very effective or extremely effective. That finding indicates that most organizations have yet to determine how to reap maximum benefit from their peer-coaching programs.

In general, the researchers believe that coaching remains an untapped opportunity for many organizations. Only about half of responding North American companies said they have coaching programs in place, and the same was true for just 55% of respondents in the international sample. This suggests that there’s considerable room for coaching to expand and mature, becoming a critical variable in developing and retaining scarce talent in the future. Companies that learn to leverage coaching and build their programs on what works will have a significant competitive advantage in the global marketplace.

The complete report, Coaching: A Global Study of Successful Practices, is available at www.amanet.org/research

About AMA

American Management Association is a world leader in talent development, advancing the skills of individuals to drive business success. AMA’s approach to improving performance combines experiential learning—learning through doing—with opportunities for ongoing professional growth at every step of one’s career journey. AMA supports the goals of individuals and organizations through a complete range of products and services, including seminars, Webcasts and podcasts, conferences, corporate and government solutions, business books and research. Organizations worldwide, including the majority of the Fortune 500, turn to AMA as their trusted partner in professional development and draw upon its experience to enhance skills, abilities and knowledge with noticeable results from day one.

The following question was posted on linkedin.com: “Work-Life Balance…Any suggestion on how to find symmetry?”  Below is my public answer.

Hi, these are very important questions.  As a professional coach, both for business, sales and life, I find that these areas area critical for success.  I started a linkedin.com group that is fully dedicated to “Balance & Fulfillment for Business Leaders” that you might want to join.  We are sharing and helping each other with these exact types of questions.

First, it may be helpful to look at balance from a new perspective.  What is Balance?  Balance is not about having equal weight on each part of life.  That simply is not possible.  IE- equal parts family, work, recreation, and friends.  That is not the goal.  It is a constant flow and it is never resting or idle.  The way we balance, is by being aware of the CHOICES we can make, and we can then move toward more alignment with the balance that we decide we want to have.

Jeremy J. Ulmer, Professional Coach, Sales Coach, Business Coach, Life Coach, Executive Coach

Source: WIKI Summaries

In Built to Last, Porras and Collins learned that their prior beliefs were misfires. During a six year research process, they “unlearned” much of what they learned with large corporations’ successes. In place of former beliefs lays a new groundwork for what exemplifies visionary companies. Here are some of the former myths removed with their research:

• A great idea is needed to start companies
• Visionary organizations need charismatic leaders
• Maximizing profits is the dominate goal with visionary companies
• Visionary companies focus on beating competitors
• Hiring outsiders as CEO’s is the best way to spark an organization

Some of the core beliefs Porras and Collins discuss in Built to Last include:

• Preserving a core ideology
• The BHAG (Big Hairy Audacious Goals) concept
• Owning a cult-like culture
• Trying new things
• Refusing the idea of a “great idea” to start a company
• Consistent innovation

Read more about Built to Last at WIKI Summaries.

Learn about my coaching programs.

Source: WIKI Summaries

The 4-Hour Workweek is divided into four sections, each of which explores one of the components to lifestyle design:

• Define your objectives. Decide what’s important. Set goals. Ask yourself, “What do I really want?”
• Eliminate distractions to free up time. Learn to be effective, not efficient. Focus on the 20% of stuff that’s important and ignore the 80% that isn’t. Put yourself on a low-information diet. Learn to shunt aside interruptions, and learn to say “no.”
• Automate your cash flow to increase income. Outsource your life — hire a virtual assistant to handle menial tasks. Develop a business that can run on auto-pilot.
• Liberate yourself from traditional expectations. Design your job to increase mobility. This could mean working from home, or it could mean using geographic arbitrage to take mini-retirements in countries with favorable exchange rates.

Read more about The 4-Hour Workweek at WIKI Summaries.

Learn about Professional Coaching.

In a study conducted by MetrixGlobal, LLC, the Return on Investment of coaching was calculated to exceed 500%.

A summary of that study can be seen below.

Case Study on the Return on Investment of Executive Coaching
Prepared by:
Merrill C. Anderson, Ph.D.
MetrixGlobal, LLC
November 2, 2001

This executive briefing was excerpted from the final report of the study conducted at a Fortune 500 firm and is intended for the private use of MetrixGlobal clients and professional associates.

Bottom Line: Coaching produced a 529% return on investment and significant intangible benefits to the business. Including the financial benefits from employee retention boosted the overall ROI to 788%. The study provided powerful new insights into how to maximize the business impact from executive coaching.

Introduction

A Fortune 500 firm launched an innovative leadership development effort that was expected to accelerate the development of next generation leaders. The participants in this effort were drawn mostly from the ranks of middle managers and from many different business units and functional areas. Leadership development activities included group mentoring, individual assessments and development planning, a leadership workshop and work on strategic business projects.

Coaching was considered to be a key enabler for this approach to leadership development because the participants could work privately and individually with his or her coach to develop specific leadership competencies. The client organization engaged the Pyramid Resource Group to provide coaching to the leadership development participants. While participants spoke very highly of their experience with coaching it was decided to conduct a formal assessment of the effectiveness and business impact of coaching. It is intended that the results from this study be used to determine:

How did coaching add value to the business and what was the return on investment?

How could coaching be best leveraged in the future, especially if coaching was to be expanded to other business regions?

Data Collection Procedures

It was decided that the best way to isolate and capture the effects of coaching on the business was through a questionnaire. This questionnaire had two parts. Part one was completed electronically via email and examined clients initial reaction to coaching, what they learned, how they applied what they learned and captured their initial assessment of business impact. Part two was conducted over the telephone with each respondent and probed more deeply into business impact and the financial return on investment.

The target population for the survey was 43 leadership development participants. These participants were drawn from two regions: Eastern United States (37) and Mexico (6). These participants represented a cross section of the business and included those in sales, operations, technology, finance and marketing. All had been identified as potential leaders and executives. Thirty (30) of 43 leadership development participants returned their surveys for a 70% response rate.

Results

Coaching was a very effective developmental tool for the leadership development participants, producing financial and intangible benefits for the business. Coaching sessions were rich learning environments that enabled the learning to be applied to a variety of business situations. Decision-making, team performance and the motivation of others were enhanced. Many of these business applications contributed annualized financial benefits. Other applications created significant intangible benefits. Overall, the participants appreciated their coaching experiences and would highly recommend coaching to others.

Three-quarters (77%) of the 30 respondents indicated that coaching had significant or very significant impact on at least one of nine business measures. In-depth discussions were conducted over the telephone with each respondent to further explore the business impact of coaching. Sixty percent of the respondents were able to identify specific financial benefits that came as a result of their coaching.

Overall, productivity (60% favorable) and employee satisfaction (53%) were cited as the most significantly impacted by the coaching. Respondents defined productivity in this context as relating to their personal or to their work group productivity and half (50%) documented annualized financial benefits. Employee satisfaction was viewed both in terms of the respondents being personally more satisfied as a result of the coaching as well as the being able to increase the employee satisfaction of their team members. The respondents could not quantify this benefit in financial terms. Employee satisfaction, then, was a significant source of intangible benefits. Customer satisfaction (53%) was also a significant source of intangible benefits.

The next most frequently cited as being significantly impacted by coaching were work output (30%) and work quality (40%). Twenty percent of the respondents identified financial benefits as a result of increased work output. Many respondents reported improvements in work quality, however, they were not able to quantify these improvements in terms of dollar benefits. Work quality improvements were considered an intangible benefit of the coaching.

Program costs were tabulated for all 43 leadership development participants in determining the return on investment. Overall, the coaching process produced a 788% return on investment. Given the client company’s downsizing activities and the general state of the telecommunications industry, the client was reticent to fully factor in the financial benefits from retention.  Excluding the benefits from employee retention, a 529% return on investment was produced. While those clients who had customer or people responsibilities produced proportionally greater financial benefits, the realization of benefits to the business was fairly widespread throughout the group involved in this study.

Recommendations were made to maximize the business benefits from executive coaching:

Manage the entire coaching process to ensure consistency and quality. Though the content of individual coaching sessions should always be confidential, the coaching process itself needs to be managed to ensure that the coaching clients and the coaches are following the appropriate process and leveraging best practices.

Prepare clients in advance for coaching and don’t force coaching on anyone. Because coaching remains a relatively new development technique, people may not understand how the coaching process can help them become better business professionals. The sooner they understand the process, the sooner they will see results.

Offer clients the ability to select their coaches. Chemistry is important to build an effective coaching relationship.   Provide prospective coaching clients with information about the coaches including biographies, education, coaching credentials, functional expertise, industry experience and other background information.

Provide coaching strong organizational support. Those being coached should receive encouragement and support from their immediate managers. Also, coaching should be conducted in the context of other developmental efforts such as competency development, assessments, mentoring and leadership workshops.

Ensure coaches are grounded in the company’s business and culture.  Coaches are more effective when they can identify with and talk about the realities of their client’s environment.

Allow each coaching relationship to follow its own path. A major difference between coaching and training is that coaching allows the individual to determine what works best for him or her at a very personal level. Coaches need wide latitude to work with “the whole person” and help each client be more effective as a person as well as to be more effective as a business leader.

Build performance measurement into the coaching process. Evaluation of coaching should be designed into the process from the beginning to better set performance expectations and open up new learning opportunities for making coaching more effective while the coaching is being conducted. For example, coaching can be refocused to deal with issues or to ensure that business priorities will be met. In this way, the evaluation of coaching becomes more than just a measuring stick – it becomes a structured approach to deepen the business value of coaching.

About MetrixGlobal, LLC

MetrixGlobal LLC is a professional services firm specializing in performance measurement solutions that increase accountability for bottom-line business results. Whether it’s developing a scorecard for a corporate university, determining return on investment for a human resources program or conducting a business impact study on an organization change initiative, MetrixGlobal consultants partner with clients to create powerful measurement methodology.

Jacksonville, Fla.–(Business Wire)–Jan. 4, 2001–Manchester Inc., a supplier of customized executive coaching programs, has released the results of a study that quantifies the business impact of executive coaching. The study includes data on executive behavior change, organizational improvements achieved, and the return on investment (ROI) from customized, comprehensive executive coaching programs.

The study included 100 executives, mostly from Fortune 1000 companies, who received coaching.

Participating companies realized improvements in productivity, quality, organizational strength, customer service, and shareholder value. They received fewer customer complaints, and were more likely to retain executives who had been coached.

In addition, a company’s investment in providing coaching to its executives realized an average return on investment (ROI) of almost six times the cost of the coaching.

Half of the executives in the study held positions of vice president or higher (including division president, general manager, chief executive officer, chief financial officer, chief information officer, partner, principal, and practice leader). Almost six out of 10 (57%) executives who received coaching were ages 40 to 49, and one-third earned $200,000 or more per year.

The coaching programs that executives participated in were a mix of both change-oriented coaching — which is aimed at changing certain behaviors or skills — and growth-oriented coaching — which is aimed at sharpening performance. The coaching programs typically lasted from six months to one year.

Among the results of the study:

The coaching programs delivered an average return on investment of 5.7 times the initial investment in a typical executive coaching assignment — or a return of more than $100,000 — according to executives who estimated the monetary value of the results achieved through coaching. 

Productivity (reported by 53% of executives)  

Quality (48%)  

Organizational strength (48%)  

Customer service (39%)  

Reducing customer complaints (34%)  

Retaining executives who received coaching (32%)  

Cost reductions (23%)  

Bottom-line profitability (22%)  

Other benefits to executives who received coaching were improved:

Working relationships with direct reports (reported by 77% of executives)  

Working relationships with immediate supervisors (71%)  

Teamwork (67%)  

Working relationships with peers (63%)  

Job satisfaction (61%)  

Conflict reduction (52%)  

Organizational commitment (44%)  

Working relationships with clients (37%)

Executive coaching programs focus on helping executives adjust to new organizational realities and not just survive, but thrive.

Differences

(The follow information is from The Coaches Training Institute manual)

Coaching: Views both parties as naturally creative, resourceful and whole. Does not diagnose or treat.
Therapy: More apt to view the clients from a medical model. Diagnoses and treats.

Coaching: Trained to work with functioning clients.
Therapy: Trained to work with major mental illness. (and also functioning clients)

Coaching: Coach and clients on a peer basis.
Therapy: Hierarchical difference between therapist and clients.

Coaching: Partnership, goals, plans, and the alliance designed by coach and client together.
Therapy: Treatment plan largely designed by therapist.

Coaching: Focus on evolving and manifesting potential. Moving forward. Action.
Therapy: Focus on healing and understanding.

Coaching: Emphasis on present and future.
Therapy: Empasis on past and present.

Coaching: Action and ‘being’ oriented.
Therapy: Insight oriented.

Coaching: Solution oriented.
Therapy: Problem oriented.

Coaching: Explore actions and behaviors that manifest high self-esteem.
Therapy: Explore genesis of behaviors that create low self-esteem.

Coaching: Regard and coach negative self-beliefs as ‘Saboteurs’ (temporary obstacles).
Therapy: Analyze and treat origins and historical roots of negative self-beliefs.

Coaching: Coach and client ask: “What’s next/What now?”
Therapy: Therapist and client ask: “Why and from where?”

Coaching: Discourages transference as inapporpriate.
Therapy: Encourages transference as a therapy tool.
(Definition of Transference)

Coaching: Accountability and ‘homework’ between sessions held as important.
Therapy: Accountability less commonly expected.

Coaching: Contact between sessions for accountability and “wins” expected.
Therapy: Contact between sessions for crisis only.

Coaching: Uses coaching skills.
Therapy: Uses therapy techniques.

It should be acknowledged that the difference between some types of therapy and coaching are not always clear-cut. Many therapists are ‘coach-like’ in their orientations and the two do share some common ground. Both disciplines can be working with functioning individuals who are facing difficult situations. Both professions focus on helping people make changes and accomplish goals that really matter to them.

Similarities

Coaching: Uses a “Discovery Session.”
Therapy: Uses a Diagnostic Interview/History.

Coaching: Uses many skills similar to therapy.
Therapy: Uses many techniques similar to coaching skills.

Coaching: Works with the client’s whole life.
Therapy: Works with the client’s whole life.

Coaching: May work with emotional material.
Therapy: Often works with emotional material.

I apply all of the above coaching methods into my my professional coaching practice. I am a professionally trained coach and a graduate from The Coaches Training Institute, an International Coach Federation Accredited Coach-Training Program. Training courses approved by the California Board of Behavioral Sciences. CTI is the largest in-person coach training school in the world and was also the very first organization accredited by the International Coach Federation.

Without professional coaching training, the same results can not be expected.

Jeremy J. Ulmer, Professional Coach, Sales Coach, Executive Coach, Sales Mentor, Business Coach, Life Coach

I appear as a guest on the Cultural Fusion Experience Radio Show to discuss changing your perspective and staying positively focused during challenging times. Music will play until ’4:50′ when the interview begins. (You can fast forward)

Source: WIKI Summaries

In Rich Dad, Poor Dad the author presents six major lessons which he discusses throughout the book:

• The rich don’t work for money
• The importance of financial literacy
• Minding Your own business
• Taxes and corporations
• The rich invent money
• The need to work to learn and not to work for money

Rich Dad, Poor Dad revolves around three main characters: poor dad, rich dad (Kiyosaki’s second father) and the son (the author himself as narrator of the book). The essence of each character is:

Poor dad – educated but lacking the street smarts

Rich dad – very little education (eighth grade), tons of street smarts

Kiyosaki – the spectator who learns lessons from both but internalizes only rich dad’s traits

Read more about Rich Dad, Poor Dad at WIKI Summaries.

Learn about Executive Coaching, Sales Coaching, Business Coaching.

Benefits of Coaching