8 factors that will influence your long-term career
8 factors that will influence your long-term career
An earlier version of this blog was first published here on 20 July 2021.
Do you think far enough into the future about how your future will be? Probably not. In practice, almost everyone leaves things until it’s too late. Then you have to settle for second best.
So I’ve been working on creating a coaching program – whether you’re in your 20s, 30s, 40s, 50s and 60s – that gets you into the habit of thinking long now so you’re not wrong-footed later.
I’ve outlined the format of this program below – 8 things to think about – and I encourage you to get in touch for a chat if you’re curious, intrigued or ready to work on this.
Earlier this year, in another article, I speculated that you might be (then congratulated you on being) a Young Fogey if you were only in your 20s to 40s, but were already planning for retirement.
I wasn’t thinking of the money (because having a pension is a no-brainer – that’s why auto-enrolment came about).
I wasn’t thinking about being retired in the traditional sense (because being free from having to do any work at all isn’t necessarily good for your mental or physical health).
Instead, I was thinking of taking time today to manage, plan and structure your life and work tomorrow on your own terms, rather than by reference to conventional expectations.
Some people refer to the period when you stop working for one person or organisation as having a Portfolio Career. I’ve also heard über-fashionistas refer to it as an Encore Career.
By then, however, you’ve missed the boat. Because by the time you get to the Portfolio or the Encore stage, it’s too late to do things on your terms.
What I’m thinking of is what you do now to get to what I call a Designed Retirement. But what does it mean in practice?
It means you’ve planned enough to be able to choose whether to work for money (or not). To choose whether to do things (or do nothing). To choose whether to travel (or stay put). To choose whether to learn a new skill (or watch box sets of Norwegian crime dramas on Netflix). You get the picture…
The risk, of course, is that this all sounds ideal, unachievable and naïve. It’s also an approach – if you’re a goal-driven executive or a logical solicitor – that might be a bit scary if the goal can’t be identified, calibrated and benchmarked.
I get it.
But it’s quite achievable if you build up and recognise your experience, perceptions, preferences, resources and self-knowledge in a way that lets you design-think your own future.
This is where my coaching framework suggests that the 8 things to think about NOW if you want to control your career and design your retirement are as follows:
- What does the word “retirement” mean for you? Quiet and withdrawn? Busy and proactive? Something else?
- How does the word “retirement” make you feel? Resigned and worried? Hopeful and optimistic? Something else?
- How do you want to split your time when you have the ability to choose? Do you need a pie chart?
- Who else do you need to think about? Family (older and younger)? Friends (current and future)? Other people and their opinions of you?
- Which abilities, experiences, priorities, skills, talents, values (your Toolkit) do you develop and bring to your own party?
- How will you try out things to see if you like (or dislike) them or are good (or useless) at them and whether they’re worth including in your Toolkit?
- What practical steps will you actually do to implement your Toolkit and control your own agenda and how you live your life later?
- Do you want to look back and be a regretful Formerly Important Person (a FIP) or be present and look forward as an enthusiastic Happy Invested Person (a HIP)?
Coaching on big picture plans of this nature is obviously a process, not a one-off fix. It involves self-analysis, curiosity, discovery, trial and error and framework planning. But it also involves doing not just thinking. And you need to start now.
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10 excuses by SMEs, businesses and entrepreneurs for not having a coach
10 excuses by SMEs, businesses and entrepreneurs for not having a coach
A version of this article appeared here on 23rd June 2023.
________________
Large organisations are “on message” about the benefits of coaching.
Smaller organisations, SMEs, entrepreneurs and solopreneurs haven’t caught up.
I’ve been totting up some excuses that people and companies have given me before introducing coaching.
Do you recognise any of them?
And are you curious enough to explore them by way of a taster conversation?
Here they are:
- Lack of awareness: your business or company may not be aware of the benefits of coaching for your employees and may not prioritise investing in coaching programs. Ask yourself how the future of your business or company might be without coaching.
- Cost: your business or company may think of coaching services as expensive and may not allocate sufficient resources in your budgets for coaching initiatives. My coaching costs much less than the value your business or company will get.
- Scepticism: your business or company may be sceptical about the effectiveness of coaching in improving employee performance and may hesitate to implement coaching programs. Ask other organisations who’ve introduced coaching.
- Lack of time: busy work schedules and competing priorities may make it challenging for companies to allocate dedicated time for coaching sessions or provide staff with the flexibility to engage in coaching. Anyone can fit in 2 hours per month.
- Fear of change: you may resist incorporating coaching as part of your organisational culture due to concerns about disrupting existing processes or hierarchies. Resisting change due to fear of the unknown is pointless: your business might fly!
- Lack of belief in coaching: your business or company may not believe that coaching can deliver results or may question its impact on overall business outcomes. Why not give it a go?
- Lack of integration: your business or company may struggle to integrate coaching seamlessly into your existing talent development programs or frameworks, leading to limited adoption. The introduction of coaching almost always improves employee relations.
- Focus on immediate results: organisations often prioritise short-term goals and immediate results, which may lead you to overlook the long-term benefits of coaching. Your business or company has to have a goal, which is easier to achieve when coached people focus better.
- Perceived complexity: your business or company may view coaching as a complex process that requires significant planning, coordination and implementation, deterring you from pursuing it. Coaching is simple (but still effective) and almost everything can be done online.
- Lack of leadership support: without support and endorsement from senior decision-makers, coaching may not receive the necessary buy-in and resources to thrive. Coach them first!
What is a Business Growth System
10 reasons to have a Business Coach
10 reasons to have a Business Coach
Here are 10 reasons, in alphabetical order, to have a business coach:
- Accountability: as a coach I will hold you to account, check on your progress, care about how you own or manage your business, support, champion and challenge you. Self-help books are great, but they don’t do follow-up.
- Agenda: a coach will normally work on anything you want – however small or random. Not every business owner who sees a coach wants their business to go global or be worth millions. Some business owners just want to find the motivation to structure their day, market more effectively, get on better with staff, stick to a routine, explore local business opportunities, or just make a change means not working 24/7. You set the agenda in coaching and I commit to supporting you.
- Feelgood factor: coaching isn’t like sitting an exam. There’s no right answer. In fact, it’s exciting, stimulating and fun to be coached. I’m entirely comfortable using humour while offering you support, praise and challenge. You should expect to leave every coaching session feeling more entrepreneurial, capable and resourceful than you did when you started.
- Fresh Start: I have no preconceptions about you or your business. There is no agenda and no history to cloud my view of you. Unlike anyone else in your life, I see you and your business as you and it show up in front of me – not as your job title or as a brand I’ve known for years. I see you and your business as you and it are and as who you and it could be. Then I hold up a mirror to you so you can see too.
- Individual solutions: coaching is not one-size-fits-all. I don’t impose solutions. Instead, I appreciate the uniqueness of each business and know that each one is different. As a coach I help you understand yourself as an entrepreneur or business owner – what motivates you, what holds you back, what excites you, what gives you purpose.
- Listening: coaches know how to listen. When was the last time you were really listened to, without interruption, so that you could hear yourself think? There’s a reason for asking: “How Do I Know What I’m Thinking Until I’ve Heard Myself Speak?”. It’s not the same as talking to yourself when you’re driving or out for a walk. Neuroscience has found that having attention from another human floods the brain with chemicals that improve your thinking and reduce stress.
- Questioning: I will ask you questions – sometimes tricky ones – to help you find the solutions or goals that are right for you and your business. And then you (not I) will find solutions that are right for you and your business. Coaching is like having a bespoke suit that only fits you!
- You: you pay for my time, expertise and ability to partner you in your business thinking. We don’t have to take turns in a conversation – you can just indulge in pure “you time” and I may not speak much. When was the last time you weren’t interrupted and thrown off your train of thought?
- You and your business: perhaps for the first time in your life you can be entirely yourself. You can let go of trying to be perfect, people pleasing, or other habits you have acquired. I create an adult-to-adult relationship in which you will learn that being perfect doesn’t exist and also isn’t necessary. Instead, you will learn to accept and even celebrate your minor flaws! What’s wrong with being idiosyncratic? You will learn self-awareness, self-management and business growth skills that last.
- Effectiveness: behind every successful sportsperson is a coach. Behind many successful business persons there is a coach. Behind many successful individuals there is a coach. High achievers know they can’t do it all on their own. And there’s nothing wrong in accepting that you and your business can do more or better with support.
10 Reasons to have a Business Coach
10 reasons to have a Personal Coach
10 reasons to have a Personal Coach
Here are 10 reasons, in alphabetical order, to have a personal coach:
- Accountability: as a coach I will hold you to account, check on your progress, care about you, support, champion and challenge you. Self-help books are great, but they don’t do follow-up.
- Agenda: a coach will normally work on anything you want – however small or random. Not everyone who sees a coach wants to become a CEO or a Member or Partner in a law firm. Some people just want to find the motivation to tidy their room, get on better with a relative, stick to a fitness goal, explore what really matters in life, or just make a change. You set the agenda in coaching and I commit to supporting you.
- Feelgood factor: coaching isn’t like sitting an exam. There’s no right answer. In fact, it’s exciting, stimulating and fun to be coached. I’m entirely comfortable using humour while offering you support, praise and challenge. You should expect to leave every coaching session feeling more resourceful than you did when you started.
- Fresh Start: I have no preconceptions about you. There is no agenda and no history to cloud my view of you. Unlike anyone else in your life, I see you as you show up in front of me – not as your job title or as a parent, child or someone I’ve known for years. I see you as you are and as who you could be. Then I hold up a mirror to you so you can see you too.
- Individual solutions: coaching is not one-size-fits-all. I don’t impose solutions. Instead, I appreciate the uniqueness of each person and know that everyone has a different mix of beliefs, conditioning, needs, strengths, values, wants etc. As a coach I help you understand yourself: what motivates you, what holds you back, what excites you, what gives you purpose.
- Listening: coaches know how to listen. When was the last time you were really listened to, without interruption, so that you could hear yourself think? There’s a reason for asking: “How Do I Know What I’m Thinking Until I’ve Heard Myself Speak?”. It’s not the same as talking to yourself when you’re driving or out for a walk. Neuroscience has found that having attention from another human floods the brain with chemicals that improve your thinking and reduce stress.
- Questioning: I will ask you questions – sometimes tricky ones – to help you find the solutions or goals that are right for you and your blend of attributes and traits. And then you (not I) will find solutions that are right for you. Coaching is like having a bespoke suit that only fits you!
- You: you pay for my time, expertise and ability to partner you in your thinking. We don’t have to take turns in a conversation – you can just indulge in pure “me time” and I may not speak much. When was the last time you weren’t interrupted and thrown off your train of thought?
- Yourself: perhaps for the first time in your life you can be entirely yourself. You can let go of trying to be perfect, people-pleasing, or other habits you have acquired. I create an adult-to-adult relationship in which you will learn that ‘being perfect’ doesn’t exist and also isn’t necessary. Instead, you will learn to accept and even celebrate your minor flaws! What’s wrong with being idiosyncratic? You will learn self-awareness and self-management skills that last.
- Effectiveness: behind every successful sportsperson is a coach. Behind many successful business persons there is a coach. Behind many successful individuals there is a coach. High achievers know they can’t do it all on their own. And there’s nothing wrong in accepting that you can often do more or better with support.
10 Reasons to have a Personal Coach
15 excuses by individuals for not being coached
15 excuses by individuals for not being coached
An earlier version of this blog was first published here on 16 June 2023.
I bet you’re creative when it comes to not wanting to do something!
I bet you’re even more inventive when you’re afraid to do something!
I’ve been totting up some excuses that people have given me before having a go at coaching.
Do you recognise any of them?
And are you curious enough to explore them by way of a taster conversation?
Here they are:
- Lack of awareness: you may not be aware of the benefits and potential outcomes of coaching. So you overlook it as an option. Ask yourself how your future might be without coaching.
- Cost: some coaching services can be expensive. Mine are not. And apparently the cost is considerably less than the value you get.
- Self-sufficiency: you believe you can handle your challenges, plans and problems on your own without the need for external support. If that’s the case, what’s been holding you back?
- Scepticism: you may be sceptical about the effectiveness of coaching and doubt its ability to bring about significant positive changes in their lives. Ask other people who’ve been coached.
- Fear of vulnerability: coaching requires you to open up and be honest about your struggles and insecurities. You may be uncomfortable doing this. Check my references here
- Lack of time: busy schedules and multiple commitments can make it challenging for you to find the time for coaching sessions on a regular basis. But anyone can fit in 2 hours per month.
- Procrastination: you may delay seeking coaching because you believe you can deal with your issues later or when you have more time available. Coaching takes the delay out of delaying.
- Fear of change: coaching will encourage you to step out of your comfort zones and make some changes. Resisting change due to fear of the unknown is pointless: you might fly!
- Negative past experiences: if you have had a negative experience with coaching or a similar service in the past, you may be reluctant to try it again. My coaching won’t be like that.
- Lack of trust: building a trusting relationship with a coach you don’t know is crucial for the coaching process to be effective. But it can be easier to speak with a stranger than a friend.
- Lack of motivation: if you lack motivation to make changes in your life you may not see the value in coaching and be resistant to engaging in the process. Don’t worry.
- Preference for self-help resources: you may prefer to rely on self-help books, online resources or other forms of self-guided learning instead of a coach. Have they worked?
- Fear of judgment: you may fear being judged by a coach and feel hesitant to share your personal experiences and challenges. I may make you accountable. But I won’t scare you.
- Perceived stigma: there can be a social stigma associated with seeking professional help, including coaching. Think of coaching instead as you taking control of your future.
- Lack of belief in coaching: despite the growing popularity of coaching, you may just not believe in its effectiveness or see it as a legitimate form of support. Why not give it a go?
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24 Ways To Increase Your Turnover - Steps 1 to 8
24 Ways To Increase Your Turnover - Steps 1 to 8
A version of this blog appeared here on 15th May 2023.
One of the biggest mistakes you can make if you’re a business owner or entrepreneur and want to increase your turnover is to think that the only way is:
- to get new leads
- to convert those leads into prospects
- to convert those prospects into clients or customers.
If you’re thinking like that, you’re on the wrong track.
There’s a much easier way that requires you to do only three things:
- you resume (or sometimes resurrect) contact with your lapsed contacts, clients or customers
- you stay in touch (regularly) with the contacts, clients and customers you already deal with
- you leverage things that are right in front of your nose
Lapsed contacts, clients or customers means people or organisations who you already know, but who haven’t engaged with you or your business for a while. They may have been lost for a variety of reasons, but the main ones tend to be:
- changes in their own circumstances
- competition from other businesses
- you not following-up or staying in touch
To generate business from lapsed contacts, clients or customers you can use a variety of strategies. These can include such things as:
- targeted non-selling information-based emails or email campaigns
- personalised reaching out
- special offers or promotions
By offering lapsed contacts, clients or customers a reason to re-engage with you and your business, you can generate new business opportunities because they already trust you.
The same approach applies to current clients or customers (who trust you even more) but sometimes need to “feel the love” on an ongoing basis to give you even more business.
Things that are right in front of your nose refer to the untapped opportunities that may exist within your existing business or resources. These are often overlooked or undervalued, but with some creative thinking and strategic planning, you can capitalize on them to generate new business.
Here are 8 (out of 24) suggestions (you’ll have to wait for the remaining 16) that are the easiest ways to increase your turnover by leveraging lapsed contacts, clients or customers and/or are things that are just staring you in the face:
- Answer your phone even if it’s a “No ID” number: lost of business is lost by not picking up promptly. People have an increasingly short attention span. If you can’t pick up, use voicemail or get a virtual PA or answering service (they pay for themselves very quickly).
- Use your existing database: most of us have 100s (if not 1000s) of contacts in our database. Of course there are GDPR factors to consider, but one of the easiest ways to respect GDPR but still generate new business from existing contacts is to invite them to reply to a GDPR audit and then resume contact – your database then becomes much more up to date, reliable and useful anyway.
- Call back quickly: research shows that if you call back an unanswered enquiry within 10 minutes, then your conversion rate will be much higher in terms of getting more traction and converting those calls to a business opportunity: business means having a conversation.
- Use WhatsApp or SMS: have you noticed how people these days are more likely to communicate with you via WhatsApp or SMS than by an old-fashioned phone call? Why not do the same yourself (WhatsApp for Business is cheap) and revive or maintain your contacts by dropping them a text message? It’s still innovative and will make you memorable.
- Don’t give up: too many people give up trying to get in touch after 2 or 3 attempts. Research shows that if you persist up to 5 or 6 times then you’re more likely to get a reply or traction.
- Have an out-of hours service: many people who are looking for goods or services for themselves tend to do so outside their normal hours of work (when they’re doing their day job). You only need to have a recorded message (but then remember suggestion no. 3 above).
- Make sure your website works: check – again and again – and on an ongoing basis – that your web pages and the links to and within your web pages work. Your website is your shop window and if it doesn’t work efficiently, people won’t trust you to do work for them.
- Don’t ask for too much data up-front: too many enquiry pages ask for someone’s full name, address, email, reason for contact, referral and other details. All you need is a first name and a phone number that you can use for a phone call or (see suggestion 4above) a text message.
Try putting this into practice – not only yourself, but also by encouraging your staff or team to do the same – and you might be pleasantly surprised how much more contact you get from people. No conversations usually means no business. Suggestions 9 to 16 and 17 to 24 will follow later.
What is a Business Growth System
24 Ways To Increase Your Turnover - Steps 9 to 16
24 Ways To Increase Your Turnover - Steps 9 to 16
A version of this blog appeared here on 22nd May 2023.
One of the biggest mistakes you can make if you’re a business owner or entrepreneur and want to increase your turnover is to think that the only way is:
- to get new leads
- to convert those leads into prospects
- to convert those prospects into clients or customers.
If you’re thinking like that, you’re on the wrong track.
There’s a much easier way that requires you to do only three things:
- you resume (or sometimes resurrect) your lapsed contacts, clients or customers
- you stay in touch (regularly) with the clients and customers you already deal with
- you leverage things that are right in front of your nose
Lapsed contacts, clients or customers means people or organisations who you already know, but who haven’t engaged with you or your business for a while. They may have been lost for a variety of reasons, but the main ones are:
- changes in their own circumstances
- competition from other businesses
- you not following-up or staying in touch
To generate business from lapsed contacts, clients or customers you can use a variety of strategies. These can include such things as:
- targeted information-based emails or email campaigns
- personalised reaching out
- special offers or promotions
By offering lapsed contacts, clients or customers a reason to re-engage with you and your business, you can generate new business opportunities because they already trust you.
The same approach applies to current clients or customers (who trust you even more) but sometimes need to “feel the love” on an ongoing basis to give you even more business.
Things that are right n front of your nose refer to the untapped opportunities that may exist within your existing business or resources. These are often overlooked or undervalued, but with some creative thinking and strategic planning, you can capitalize on them to generate new business.
The first part of this three-part program identified 8 (out of 24) suggestions to increase your turnover by leveraging lapsed contacts, clients or customers and/or things that are staring you in the face. Shown below are:
- those original 8 suggestions
- plus another 8 (9 to 16) more:
- Answer your phone even if it’s a “No ID” number: lost of business is lost by not picking up promptly. People have an increasingly short attention span. If you can’t pick up, use voicemail or get a virtual PA or answering service (they pay for themselves very quickly).
- Use your existing database: most of us have 100s (if not 1000s) of contacts in our database. Of course there are GDPR factors to consider, but one of the easiest ways to generate new business from existing contacts is to invite them to reply to a GDPR audit and then resume contact – your database then become much more up to date, reliable and useful.
- Call back quickly: research shows that if you call back an unanswered enquiry within 10 minutes, then your conversion rate will be much higher in terms of getting more traction and converting those calls to a business opportunity: business means having a conversation.
- Use WhatsApp or SMS: have you noticed how people these days are more likely to communicate with you via WhatsApp or SMS than by an old-fashioned phone call? Why not do the same yourself (WhatsApp for Business is cheap) and revive or maintain your contacts by dropping them a text message? It’s still innovative and will make you memorable.
- Don’t give up: too many people give up trying to get in touch after 2 or 3 attempts. Research shows that if you persist up to 5 or 6 times then you’re more likely to get a reply or tractio
- Have an out-of hours service: many people who are looking for goods or services for themselves tend to do so outside their normal hours of work (when they’re doing their day job). You only need to have a recorded message (but then remember suggestion no. 3 above).
- Make sure your website works: check – again and again – and on an ongoing basis – that your web pages and the links to and within your web pages work. Your website is your shop window and if it doesn’t work efficiently, people won’t trust you to do work for them.
- Don’t ask for too much data up-front: too many enquiry pages ask for someone’s full name, address, email, reason for contact, referral and other details. All you need is a first name and a phone number that you can use for a phone call or (see suggestion 4above) a text message.
- Make sure your links work: as well as checking the links on your website – see item 7 above – you should also be creating a seamless connection between it and (i) your business-focused social media pages and (ii) your free Google Business Profile page – the optics work well.
- Have a physical brochure or info-sheet: this doesn’t mean a .pdf document that people can download. It means a physical thing that you pop in the post (everyone does that) that makes you show up like nobody else does.
- Have a call recording system: other than if you’re a solopreneur (when you don’t need it) a call recording system (i) lets you know what’s really happening; (ii) means you don’t need to remember everything; and (iii) lets you identify training requirements. All of these improve the client or customer experience and therefore makes things better for your business.
- Have Facebook pixels and Google tags embedded in your website: every time someone visits your website they leave a trace and are cookied. If you’re not picking that up and they leave without taking things further, you’ve lost them forever and can’t chase or re-market.
- Actually bother to re-market when you do have Facebook pixels and Google tags: there’s no point in having these free tools if you don’t use them (and even if website visitors don’t respond to your ongoing re-marketing for months).
- Plan to use your leads: if you’ve gone to the trouble of getting leads, then don’t throw them away by not having a good follow-up process.
- Have a thought-through (not a casual) plan to use your leads: having a process such as offering (i) a meeting or (ii) a brochure or (iii) a quotation but then always following up with a phone call or SMS to demonstrate you’re interested in the fact that your prospect is interested.
- Send a 3-line email every 3 months: this is something for people who visited your website, but haven’t engaged further. It’s no more complicated than: “Hello NAME. I’m wondering if you’re still interested in WHATEVER. Could you let me know?” It works wonders.
Try putting this into practice – not only yourself, but also by encouraging your staff or team to do the same – and you might be pleasantly surprised how much more contact you get from people. No conversations usually means no business.
Suggestions 17 to 24 will follow later.
What is a Business Growth System
24 Ways To Increase Your Turnover - Steps 17 to 24
24 Ways To Increase Your Turnover - Steps 17 to 24
A version of this blog appeared here on 6th June 2023.
One of the biggest mistakes you can make if you’re a business owner or entrepreneur and want to increase your turnover is to think that the only way is:
- to get new leads
- to convert those leads into prospects
- to convert those prospects into clients or customers.
If you’re thinking like that, you’re on the wrong track.
There’s a much easier way that requires you to do only three things:
- you resume (or sometimes resurrect) your lapsed contacts, clients or customers
- you stay in touch (regularly) with the clients and customers you already deal with
- you leverage things that are right in front of your nose
Lapsed contacts, clients or customers means people or organisations who you already know, but who haven’t engaged with you or your business for a while. They may have been lost for a variety of reasons, but the main ones are:
- changes in their own circumstances
- competition from other businesses
- you not following-up or staying in touch
To generate business from lapsed contacts, clients or customers you can use a variety of strategies. These can include such things as:
- targeted information-based emails or email campaigns
- personalised reaching out
- special offers or promotions
By offering lapsed contacts, clients or customers a reason to re-engage with you and your business, you can generate new business opportunities because they already trust you.
The same approach applies to current clients or customers (who trust you even more) but sometimes need to “feel the love” on an ongoing basis to give you even more business.
Things that are right in front of your nose refer to the untapped opportunities that may exist within your existing business or resources. These are often overlooked or undervalued, but with some creative thinking and strategic planning, you can capitalize on them to generate new business.
The first two parts of this three-part program identified 16 (out of 24) suggestions to increase your turnover by leveraging lapsed contacts, clients or customers and/or things that are staring you in the face. Shown below are:
- those original 16 suggestions
- plus another 8 (17 to 24) more.
Here goes:
- Answer your phone even if it’s a “No ID” number: lots of business is lost by not picking up promptly. People have an increasingly short attention span. If you can’t pick up, use voicemail or get a virtual PA or answering service (they pay for themselves very quickly).
- Use your existing database: most of us have 100s (if not 1000s) of contacts in our database. Of course there are GDPR factors to consider, but one of the easiest ways to generate new business from existing contacts is to invite them to reply to a GDPR audit and then resume contact – your database then become much more up to date, reliable and useful.
- Call back quickly: research shows that if you call back an unanswered enquiry within 10 minutes, then your conversion rate will be much higher in terms of getting more traction and converting those calls to a business opportunity: business means having a conversation.
- Use WhatsApp or SMS: have you noticed how people these days are more likely to communicate with you via WhatsApp or SMS than by an old-fashioned phone call? Why not do the same yourself (WhatsApp for Business is cheap) and revive or maintain your contacts by dropping them a text message? It’s still innovative and will make you memorable.
- Don’t give up: too many people give up trying to get in touch after 2 or 3 attempts. Research shows that if you persist up to 5 or 6 times then you’re more likely to get a reply or traction.
- Have an out-of-hours service: many people who are looking for goods or services for themselves tend to do so outside their normal hours of work (when they’re doing their day job). You only need to have a recorded message (but then remember suggestion no. 3 above).
- Make sure your website works: check – again and again – and on an ongoing basis – that your web pages and the links to and within your web pages work. Your website is your shop window and if it doesn’t work efficiently, people won’t trust you to do work for them.
- Don’t ask for too much data up-front: too many enquiry pages ask for someone’s full name, address, email, reason for contact, referral and other details. All you need is a first name and a phone number that you can use for a phone call or (see suggestion 4above) a text message.
- Make sure your links work: as well as checking the links on your website – see item 7 above – you should also be creating a seamless connection between it and (i) your business-focused social media pages and (ii) your free Google Business Profile page – the optics work well.
- Have a physical brochure or info-sheet: this doesn’t mean a .pdf document that people can download. It means a physical thing that you pop in the post (everyone does that) that makes you show up like nobody else does.
- Have a call recording system: other than if you’re a solopreneur (when you don’t need it) a call recording system (i) lets you know what’s really happening; (ii) means you don’t need to remember everything; and (iii) lets you identify training requirements. All of these improve the client or customer experience and therefore makes things better for your business.
- Have Facebook pixels and Google tags embedded in your website: every time someone visits your website they leave a trace and are cookied. If you’re not picking that up and they leave without taking things further, you’ve lost them forever and can’t chase or re-market.
- Actually bother to re-market when you do have Facebook pixels and Google tags: there’s no point in having these free tools if you don’t use them (and even if website visitors don’t respond to your ongoing re-marketing for months).
- Plan to use your leads: if you’ve gone to the trouble of getting leads, then don’t throw them away by not having a good follow-up process.
- Have a thought-through (not a casual) plan to use your leads: having a process such as offering (i) a meeting or (ii) a brochure or (iii) a quotation but then always following up with a phone call or SMS to demonstrate you’re interested in the fact that your prospect is interested.
- Send a 3-line email every 3 months: this is something for people who visited your website, but haven’t engaged further. It’s no more complicated than: “Hello NAME. I’m wondering if you’re still interested in WHATEVER. Could you let me know?” It works wonders.
- Send a helpful email every week: a key feature of increasing turnover is keeping in touch in a way that people think is helpful. If you don’t have a presence, you don’t have a prospect that turns into a target that turns into a conversation that turns into a client or customer. A helpful email doesn’t need to be War & Peace: it can be no more than a tip or shared experience, free.
- Remember that People Buy People: the more you communicate by video (having a YouTube channel to store your videos is super-easy to organise) about yourself, the more people will resonate with, see and want you not someone else. And don’t worry about your Oscar: your videos improve!
- Use the Bomb Bomb or Loom apps: if you’ve not heard of these, get ready: they’re really easy way of sending very short quick videos that are embedded in (and are like) an email. They’re cheap, effective, take less time than writing, checking and sending an email and notify you when read.
- Don’t forget the importance of continuous trying to get clients and customers: most people aren’t comfortable about being sales-y and, having done a bit of business development, forget that this has to be a constant and ongoing exercise that you can’t permit to drift. You maintain this focus by always having a goal (financial and practical) you’re trying to reach.
- Make sure you know how much it costs to advertise (i.e. to geta lead) that turns into a client or customer: if you know this information you can make an objective decision about how much you’ll earn as a multiple of how much you spend. This eliminates “spray and pray” marketing and makes your advertising spend much more forensic and predictable.
- Raid the Graveyard: everyone has enquiries that went nowhere. But most people aren’t prepared to buy now (they’re often still researching). If you already know how to contact these people, then it costs nothing to get in touch (see suggestions 16 above for this).
- Take Baby Steps: hardly anyone is ready to buy a thing or a service immediately. But many more people are willing to talk about what they’re looking for. If you focus on getting a conversation and only then weave into your conversation what you provide (whether that’s a thing or a service) you’re much more likely to convert to a sale.
- Educate yourself: don’t think your business will thrive without following at least some (and ideally most) of these 24 easy tips. It won’t.
Try putting these into practice – not only yourself, but also by encouraging your staff or team to do the same – and you might be pleasantly surprised how much more contact you get from people.
What is a Business Growth System
100 minutes? 600 seconds? Do you follow-up promptly? Probably not.
10 Minutes? 600 seconds? Do you follow-up promptly? Probably not.
A version of this blog appeared here on 12th June 2023.
When your business gets a new lead or enquiry, how long does it take you to get back to them?
10 minutes?
An hour?
A day?
A week?
Longer?
Never?
If you call back a business lead within 10 minutes of them inquiring with you (e.g. by emailing or leaving you a message) you have a much higher chance of getting hold of them and converting an enquiry into a conversation and then into a sale, than if you leave only 30 minutes before replying.
If you call back a business lead between 4pm and 5pm you have a much higher chance of even getting hold of your lead than if you try to get in touch on the following morning (when people are clearing emails) or in the middle of the day (yes – it seems that people still take a break for lunch).
The speed at which you follow up on a business lead will significantly impact your chance to convert it into a sale. Leads and enquiries resemble radioactivity insofar as they have a half-life that quickly diminishes in value with time. In general, it’s best to follow up as quickly as possible.
Here’s why:
- Promptness demonstrates professionalism and eagerness: when you respond promptly to a business lead, it shows that you value their enquiry and are committed to providing excellent customer service. It leaves a positive impression and builds trust with the potential customer.
- Freshness of the lead: Leads are often actively researching and reaching out to multiple businesses simultaneously. By following up quickly, you increase the chances of catching the lead while they’re still actively engaged and interested. Delaying your response gives competitors an opportunity to swoop in and win the prospect over.
- Willingness to buy: the fact someone has bothered to get in touch with you means they’re much, much more ready to buy something than if you had made the first contact. You don’t then have to sell anything, because your has already done that work for you.
- Top-of-mind awareness: when you follow up promptly, you remain top-of-mind for the lead. They’re more likely to remember your business, the conversation you had, and the value you can provide. A delayed response might make them forget or lose interest, reducing your chances of conversion.
- Competitive advantage: in today’s fast-paced business environment, even with automatic responses and chatbots, delays in response can be detrimental. Your competitors might be quick to respond and close the deal before you even have a chance to follow up. By acting swiftly, you increase your competitive advantage and maximize your chances of securing the sale.
Here are some statistics (they’re US-based, but the principles remain the same):
- The Harvard Business Review conducted a study that revealed companies responding to leads within 1 hour were 7 times more likely to qualify the lead than those who waited longer.
- InsideSales.com conducted a study and found that the odds of contacting a lead decrease by 10x within the 1st hour of inquiry, compared to contacting them within the first 5 minutes.
- The MIT Sloan School of Management found that a business that contacted potential customers within the 1st hour were nearly 60 times more likely to convert the lead compared to those who waited 24 hours.
Of course, it’s essential to balance speed with quality. While responding quickly is crucial, you should ensure that your follow-up is thoughtful, personalised, and addresses the lead’s specific needs. A prompt yet tailored approach can significantly improve your conversion rates.
It’s also important to note that individual businesses have unique circumstances and target markets that could influence optimal response times. It’s a good practice to monitor and analyse your own lead conversion data to determine the most effective follow-up timeframe for your specific business.
What is a Business Growth System
"...able to quickly ascertain where the sticking points were within my business" - 2020
2020
Mark – Creative Entrepreneur / Photographer:
“As a creative entrepreneur, I have had the luxury of building my business from the ground up. Though I attained a solid position within the market, I felt there was a way to achieve even more, and as such, I started working with Wyn Lewis. Wyn was able to quickly ascertain where the sticking points were within my business and helped me weed out some of the emotional attachment I’d built up and make clearer decisions with regard to the structure of my business. Based on my work with Wyn, I successfully identified the next phase of my business and in August-November of this year, created one of the biggest projects my firm has done, confidently knowing that I had the right team and skillset to deliver. Thank you, Wyn for the guidance”.
Mark – Creative Entrepreneur / Photographer
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All work? No play? How will that affect your career?
All work? No play? How will that affect your career?
A version of this blog appeared here on 21st June 2023.
_________________
I have 3 jobs:
I’m a full-time solicitor; I run a coaching business; I’m an independent member of the Remuneration and Governance Committee of a housing association.
That’s enough to wear me out and put me early to bed, isn’t it?
But last week I went out 5 times:
- Monday 12th June – to see Kurt Vile & The Violators at Koko
- Tuesday 13th June – to see Mount Eerie at Grand Junction
- Friday 16th June – to see Sigur Rós at the Royal Festival Hall
- Saturday 17th June – for dinner with friends
- Sunday 18th June – to see Dark Side at Koko
And this week I’m going out 3 times:
- Monday 19th June – for dinner with friends
- Wednesday 21st June – to see Eddie Izzard read Great Expectations
- Friday 23rd June – to see Queens Of The Stone Age at Cardiff Castle
You might expect me to be exhausted.
But I’m not.
It’s because doing lots of things lets me do lots of things – and my career and network has always benefited from the stimuli of doing non-work-related things.
You can do the same.
Living an “all work and no play” life, where you focus solely on your career without giving attention to other aspects of your life, can have adverse effects on your overall well-being and long-term success. Here are some ideas about the effects of that type of lifestyle on a successful career:
- Burnout: constantly working without taking breaks or engaging in leisure activities can lead to burnout. Burnout is a state of physical, mental, and emotional exhaustion caused by prolonged stress and overwork. It can negatively impact job performance, creativity, and motivation, ultimately hindering long-term success.
- Diminished Creativity: engaging in activities outside of work can stimulate creativity. When all your focus is on work, there’s a risk of becoming stagnant and lacking fresh perspectives or innovative ideas. Taking breaks and engaging in enjoyable activities can fuel creativity and problem-solving abilities, benefiting your career.
- Strained Relationships: neglecting personal relationships in favour of work can strain connections with family, friends, and partners. Maintaining healthy relationships and social support networks is crucial for overall well-being and can provide valuable emotional support and perspective. Neglected relationships can negatively affect mental health and, consequently, impact job performance.
- Health Issues: neglecting self-care and a balanced lifestyle can lead to various health issues. Lack of exercise, poor nutrition, and chronic stress can increase the risk of physical and mental health problems, such as obesity, cardiovascular issues, anxiety, and depression. Health problems can directly impede career progression and reduce overall productivity.
- Imbalance: living an “all work and no play” life can result in an unhealthy work-life balance. It can lead to a constant state of stress, making it difficult to unwind or enjoy personal time. This imbalance can eventually take a toll on your mental health and overall happiness, potentially leading to decreased job satisfaction and career disillusionment.
- Missed Opportunities: by exclusively focusing on work, you may miss out on important opportunities for personal growth and development. Engaging in activities outside of work can expand your network, provide new perspectives, and expose you to different experiences and knowledge. These opportunities can have a positive impact on career advancement and success.
- Reduced Productivity: paradoxically, working excessively without taking time for relaxation and rejuvenation can decrease productivity. Continuous work without breaks can lead to mental fatigue, reduced concentration, and decreased overall efficiency. Taking time off, engaging in leisure activities, and maintaining a healthy work-life balance can rejuvenate the mind and increase productivity in the long run.
- Lack of Adaptability: a well-rounded individual who engages in diverse experiences outside of work tends to develop adaptability skills. By immersing yourself in different activities and environments, you can become more flexible, open-minded, and adept at handling change. This adaptability is crucial in today’s vuca landscape. Those who solely focus on work may struggle to adapt to unexpected situations or changes, potentially limiting their career growth.
- Limited Perspective and Innovation: a life centred on work may result in a narrow perspective, as interactions and experiences are primarily limited to professional circles. Exposure to a range of interests, hobbies, and social interactions outside of work fosters a broader worldview and the ability to connect seemingly unrelated ideas. It’s through these diverse experiences that you can develop innovative thinking, as you draw inspiration from different fields and apply them to your work. By neglecting a balanced life, you may miss out on valuable insights and hinder your potential for ground-breaking ideas or approaches.
Remember: finding the right balance between work and personal life is essential for long-term success and overall well-being.
What is a Business Growth System
"...always delivering pragmatic advice, guidance and support" - 2021
2021
Judy – M.Sc., FCIPD, Senior HR Professional:
“I have known and worked with Wyn over many years, a key reason for that being that he inspires confidence and trust. Wyn takes the trouble to listen and seeks clear understanding of the individuals and organisations he engages with, along with the challenge being presented. He has extensive knowledge not just of the law, but of how businesses and people work which makes him a great coach and mentor, always delivering pragmatic advice, guidance and support. I trust Wyn to get it right and in the right way.”
Judy – M.Sc., FCIPD, Senior HR Professional
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Are you a high-functioning sleepwalker?
Are you a high-functioning sleepwalker?
An earlier version of this blog was first published here on 31 March 2021.
Recently I’ve developed two unexpected habits:
- the first is reading one pandemic novel after another. They all paint a picture that’s much worse than our ongoing Covid-19 world. They all have dystopian endings based on having to conform to a New Normal. They all have protagonists who thrive only by having, and implementing, a vision that challenges the New Normal.
- the second finds me coaching the protagonist in the novel (yes, it’s a bit weird). I find myself asking: what would be the best outcome here; how are you going to achieve that; how long have you got; who else do you have to think about; what will happen if you don’t do anything; and what’s the smallest thing you can do right now?
One of these novels, Station Eleven, by Canadian author Emily St. John Mandel, stopped me in my tracks. It brought together pandemic novels and coaching solicitors and executives. This was the dialogue:
- “I’m talking about these people who’ve ended up in one life instead of another and they are just disappointed. Do you know what I mean? They’ve done what’s expected of them. They want to do something different but it’s impossible now, there’s a mortgage, kids, whatever, they’re trapped. Dan’s like that … You probably encounter people like him all the time. High-functioning sleepwalkers.”
What does sleepwalking have to do with coaching solicitors and executives? Well, I’ve noticed from my coaching programs that many successful people experience the following at any stage of their career:
- a good income and a fine reputation
- but with concerns about such things as:
- business development
- promotion politics
- leadership challenges
- responsibility without recognition
- networking challenges
- appraisal and promotion pressures,
all of which muscle in and put you in I-just-need-to-get-through-this-to-the-end-of-the-day-or-week sleepwalker mode, and prevent you from having a vision that’s been distilled into a plan that actually achieves that vision. In other words, you’re working to progress, but you’re actually treading water.
I’m going to call this Limited Joy Syndrome (and if you’re a solicitor, you’ll be delighted if I go further and define it as “LJS”).
But what can my coaching programs for solicitors and executives do to alleviate LJS? As I’m a practising solicitor and have a coaching business, I know from coaching people that the following tips are useful:
- invest some time in mapping out, chronologically, all of your personal and professional achievements.
This helps to confirm your value(s) and capabilities in a work environment that can limit your aspirations
- think about which of those achievements led to an Ah Ha! moment that changed your personal or professional direction.
This helps to identify what drives you to do what you do (or want to do)
- ask yourself, if you had done this sort of exercise sooner, whether you would be doing or could do the same, or something different, now or in future.
This gets you thinking about how to shape your future.
These tips are, of course, only the beginning of any coaching program.
But (whether you’re newly qualified, a rising star, an established solicitor or thinking about succession planning or a portfolio career or an executive at any stage in your management career) a coaching program will get you to do at least this:
- learn more about yourself
- learn more about what you want
- learn more about managing and developing your future;
- learn how to navigate and spread out your talent between your job (you might also get promoted) and everything else (this is where LJS gets hammered).
So don’t run the risk of finding out that you’re a high-functioning sleepwalker with LJS.
But how do you minimise that risk?
- have chat about coaching programs by clicking here: https://calendly.com/wynlewiscoaching/45min
- call me on 020 3159 5161 to do the same
- think about how things might be if you don’t…
Wouldn’t it be better for you, and for everyone else in your life, if you had a goal that’s your (not someone else’s) choice? Yes, is the answer.
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Are you too busy? Do you want sympathy? I have none.
Are you too busy? Do you want sympathy. I have none.
A version of this blog appeared here on 19th June 2023.
So you own or manage a business.
Let’s imagine your day:
- you’re full on
- you’re busy
- you move straight from one thing to the next
- you don’t have time to make notes of who said what to whom
- so you may forget a few things
- you don’t have time to think strategically
- you skipped lunch
- you’ve still got That Big Job you need to finish
- but you’ve been trying to start That Big Job for some time.
You’re clearly busy.
But your business owns you (not vice versa).
The problem is that being busy doesn’t translate into increasing your turnover.
Why?
Because if you’re busy sweating the small stuff, the bigger stuff doesn’t get done.
So instead of getting “A+” (well done) you get “B-” (could do better) or “F” (fail).
Busy-ness and business are distinct concepts, although they might sound similar.
So what are the differences?
- Meaning and purpose: busy-ness refers to being occupied or engaged in various activities, often without a clear sense of direction or purpose. It can involve being constantly busy without achieving significant results or progress. On the other hand, having a business implies running an enterprise or organization with a specific purpose, such as providing goods or services, generating revenue, and creating value for customers.
- Focus on productivity: busy-ness tends to emphasize being occupied with tasks, sometimes leading to a sense of being overwhelmed or caught up in trivial matters. In contrast, having a business involves a focus on productivity and efficiency. Business owners and entrepreneurs typically strive to achieve specific goals, optimize processes, and make strategic decisions that contribute to the success and growth of their enterprise.
- Outcome-oriented vs. activity-oriented: busy-ness often involves being preoccupied with numerous activities, but these activities may not necessarily lead to desired outcomes or meaningful results. In contrast, having a business is more outcome-oriented. It involves setting goals, establishing plans and strategies, and taking deliberate actions to achieve specific objectives, such as profitability, market expansion, or customer satisfaction.
- Value creation and sustainability: having a business is typically associated with creating value for customers, stakeholders, and the broader market. Successful businesses offer products or services that meet customer needs, contribute to societal well-being, and operate sustainably over the long term. Busy-ness, on the other hand, might not necessarily prioritise any of these, as it can be driven by a constant state of busyness without a clear focus on generating meaningful outcomes.
- Mindset and intentionality: the mindset behind busy-ness often revolves around being occupied with tasks, responding to immediate demands, or simply feeling the need to keep busy. In contrast, having a business requires a more intentional and strategic mindset. It involves planning, decision-making, and taking calculated risks to achieve specific business objectives. It also requires a long-term perspective and the ability to prioritize activities that align with the overall vision and goals of the business.
In summary: increased turnover and profit don’t come from busy-ness.
They come from:
- you being efficient and productive by controlling and prioritising
- you doing the work that matters – which is often not the work in front of you
- you making sure you serve yourself not only serve others
There are no points for busy-ness.
Get real.
Smell the coffee.
Prioritise.
Control what’s controllable.
And stick to your plan.
What is a Business Growth System
Can I end a Coaching Agreement?
Can I end a Coaching Agreement?
Yes, you can. All you have to do is to give one month’s written notice. So the most you’re liable for is one month’s fee. Otherwise, there’s no lock-in or minimum period (though I do suggest that you try out coaching for three months before giving up).
You might ask this: why is it so easy to end a coaching agreement? Particularly given that when you sign up with many suppliers (e.g. your gym / phone / TV / broadband) they all want you to commit for at least 12 months and you don’t get your money back if you end the agreement earlier (and sometimes they charge you a penalty for ending).
The reason is that coaching works best when you want to commit to a coaching agreement and you want to be engaged with a coaching program.
Coaching doesn’t work well when someone else thinks you should be coached. Or when your employer thinks you should be coached.
It’s all about your commitment. Because if there’s any reluctance to commit or get involved with coaching – which is for your benefit – then the coaching doesn’t work and coaching sessions can just degenerate into a series of chats with no goals or outcomes. And everyone involved wastes their time (and you waste your money).
Now that’s not to say that coaching can’t feel a bit weird at the beginning. Because you’d be speaking with me as a relative stranger. And you might be thinking about things and speaking about things that you may not have discussed with your nearest and dearest or with your colleagues or your employer. You might not have taken the time even to think about stuff in your own mind – because coaching often releases thoughts and ideas that you already have tucked away in the back of your mind, but haven’t given them the light of day. So it can be a bit weird.
But even if it is weird, it’s worth giving it a go for a couple of months (say four sessions over that period – because it takes that long for a coaching habit to be established) before you decide to throw in the towel and stop.
And then if it still doesn’t work after a couple of months – either because it still feels weird, or because sometimes Life Gets In The Way – then we just call it a day. Or call it a day for the time being.
Otherwise, you’d be wasting your time and money; I’d be wasting my time when I could be working with someone else; and everyone would then lose out by just going through the motions.
So don’t worry about ending a coaching agreement. It’s fine. It’s not a problem. But just think about what could happen if you persevere with a coaching. You might fly…
Can I end a Coaching Agreement
Coaching v. Mentoring v. Therapy
Coaching v. Mentoring v. Therapy
One of the main features of coaching is that people aren’t sure what coaching means. Although “coaching” is a term that’s heard quite commonly these days, it’s still shrouded in mystery. So let me tell you first of all what coaching is not.
Mentoring is not coaching (although there are similarities). Mentoring would be me offering you the benefit of my experience and knowledge, which you can then adapt and modify for your own purposes. It’s a bit like “Been There, Done That, Got The T-shirt, Why Don’t You Do The Same?”. It’s useful in the right context. But it would still be my knowledge and experience, taken on by you, but which may not sit comfortably with you as an individual. This can have the effect of you not buying into it 100% because you don’t own whatever I may have suggested. I find mentoring best in a line management situation where suggestions can be made, but where there’s also a directive element too. So go for mentoring if you’re comfortable about listening to or learning from someone you respect, then adapting their ideas.
Therapy is also not coaching (although coaches are alert to where therapy may be needed). The reason is that therapy is about looking back to see how someone who may need help has got to where they are and how they can be made better. The point about therapy is that you never know if you’re going to open a Pandora’s Box. Because (mixing metaphors) if you take an onion apart, you’ll never get it back to the same shape it was in the first place if you try to piece it back together. So therapy is something people shouldn’t dabble with unless they’re trained therapists or psychotherapists. Go for therapy if you’re not well, or if you need help to heal.
Coaching is different. It’s more like a conversation between equals where I listen and ask questions and make suggestions about what you want to do in the future. But where the ideas and next steps come from you, not from me. Because you already have those ideas – in your mind or in your heart – based on your own experience. But perhaps:
- you haven’t asked yourself the right questions, or
- you haven’t had someone else ask useful questions or
- nobody has volunteered observations or facts that you may not want to acknowledge (because a coach isn’t there to be your friend).
Also, coaching involves someone – like me – who will nudge you or push you to do something. And hold you to account if you don’t do something, or at least promise to try something. Which in turn makes it much more likely that you’ll implement your ideas – because they’re your ideas and you own them and you’ve thought about them – than would be the case if they were my, or someone else’s ideas. In essence it’s a powerful way of me helping you unlock the ideas you already have, in order to improve your work, your life or your business. So go for coaching if you want to be in control of your career or future, but need someone like me as a sounding box, or as dissector of your ideas to refine them and make them better before action.
So the answer to the question: “What’s The Difference Between Coaching, Mentoring and Therapy” is this: Therapy involves looking back to see how to make you better. Mentoring involves one person making suggestions to another person. But Coaching involves one person – me – getting you to think about, develop and take control of your own life and business so that you (not someone else) are in control. And coaching involves more effort, time and money than you think, but the value you get out of it can be priceless.
Coaching v. Mentoring v. Therapy
Curious about Coaching?
Curious about Coaching?
If you’re thinking about personal or business growth coaching, you’ll want to mitigate your risks.
After all, you may never have experienced any coaching and you have no idea what it involves, right?
Or you may have dipped your toe in the coaching waters, but not had any sense of achievement, right?
And you’ll want to make sure that what’s being offered to you, or to your business, is worth it, right?
You’ll be thinking:
- I have no idea what this involves
- will this really work for me?
- is coaching worth the money?
- what if I fail to get results?
- I don’t have time for coaching
And I’ll be thinking:
- if I don’t explain how coaching works, we’ll not progress things
- if I don’t help you overcome your objections, you’ll not take things further
- if you keep thinking that the risk is too high for you to say yes, you’ll sit on the fence
- if you sit on the fence and don’t take things further, you won’t progress
- if you don’t progress, you won’t get the benefits that coaching brings to people and businesses.
It’s a bit of a Catch-22 situation.
The good news is that:
- if you’re a solicitor, I can help you. I know where you’re coming from. I’m a solicitor myself and, since 1985, I’ve been through (almost) everything a legal career can throw at you
- if you’re a business person, I can help you too. I know where you’re coming from – I have 3 businesses myself and I know the difference between owning a business and a business owning me
- and if you have a business – whether it’s a law firm or in another sector, I absolutely know what it’s like to be actively involved in running an SME, but wondering if I owned an expensive hobby
With this sort of background (and because I have formal qualifications and 5 years’ practical experience of personal coaching and business growth coaching):
- I can transfer my confidence about coaching to you
- we can talk through whatever aspects of coaching seem uncertain to you
- we can discuss cost and the relationship between cost (which you pay out) and the almost always greater value of your investment (which you always get back)
Whatever it is, if you have any sort of limiting belief in coaching, or in me, or in you, you won’t know whether those beliefs are justified, or whether they’re only masking you being timid.
Coaching is all about trying something new. It’s about risk reversal. And, most importantly, it’s about coming to the edge, looking over the edge, but flying (not falling) and getting some velocity in your life.
There’s nothing to lose (but a lot to gain).
Do I have to sign a Coaching Agreement?
Do I have to sign a Coaching Agreement?
Yes. You do have to sign a Coaching Agreement. There are several general reasons why you have to sign up. And there’s one very important main reason why you have to sign up.
The general reasons for signing a Coaching Agreement are that it contains the contractual elements that everyone who signs up for any sort of commitment should think about before parting with any money: a Coaching Agreement sets out who’s coaching, who’s being coached, when coaching happens, how much coaching costs, and how a coaching program can be brought to an end.
The main reason for signing a Coaching Agreement is that it makes clear who is responsible for what and, by doing so, gets rid of a lot of uncertainty. You get clarity about:
What the coach is responsible for, or agrees to do:
- Ask the right questions
- Understand the business
- Understand the numbers
- Identify the gap between now and your goals
- Come up with a strategy to close that gap
- Map out a plan to close the gap using the agreed strategy
- Provide guidance on specific issues (if asked)
- Track results (based on numbers submitted by you)
- Monitor and adjust the strategy
- Keep you accountable
What you (as the person or organisation being coached) are responsible for, or agree to do:
- Be transparent and not hide anything
- Keep an open mind
- Capture your numbers accurately and share them
- Be willing to try
- Work on your business each day
- Find time to implement the agreed strategy
- Actually implement the agreed strategy
- Agree priorities and stick with them
- Not miss any coaching sessions and generally be “on it”
Just by this simple allocation of responsibilities you get to know what’s going to happen and who’s doing what. It takes away the uncertainty. And that, in turn, let’s you focus on the coaching itself.
By the way – don’t worry about the length of my Coaching Agreement. Yes, it’s 6 pages long, but it covers all that’s needed and it’s better than having to remember things later on.
Do I have to sign a Coaching Agreement?
Does your coaching focus only on particular individuals and niche business sectors?
Does your coaching focus only on particular individuals and niche business sectors?
Yes (and no)…
Although I’ve been around the block enough times, and have lived long enough, to let me coach most people on most aspects of career development and life in general, and to coach many small businesses on business development and business structure, I do have two particular niche areas:
Career Development and Career Management for Solicitors and Senior Executives:
This is for solicitors and other executives who want to focus on “what next” to see if this involves more of the same, or something else, and whether this means full- or part-time employment, self-employment, retirement or something else and how to achieve this. I have programs designed specifically for Solicitors and Executives who are at different stages in their careers:
- the Uncertain Solicitor / Executive: you’re on a career conveyor belt, you may have got on the belt by accident and now don’t know whether to stay on the belt and speed it up, or slow down the belt and get off. You want to explore whether what you do is what you really want and, if so, what it means in the long term. You may want a change. Or you may just want to sense check you’re on the right track.
- the Rising Star Solicitor / Executive: you like what you do and are working towards the next (and next-but-one) stages in your career. You’re en route to Associate, Manager, Director, Member, Partner or Business Owner. You thrive in the job and are focused on getting to the top and love doing so. You’re happy with your career. But you need guidance on leadership and development. Your progress is encouraged, sponsored and supported by your organisation.
- the v2.0 Solicitor / Executive: you’re established, but are now asking “What next?” and want to explore whether what you’ve been doing is what you still want to do. You’re thinking of not doing what you have been doing, but still working. You’re interested in using your expertise as a springboard to something else, to give something back to society, to make a longer-term impact or leave a legacy, or to learn something new. You want (or must) plan for a different future.
- The Evolver: you’re interested in career and life planning that lets you do something other than retire. Well in advance of traditional retirement, from your 30s, 40s and 50s, you experiment and accumulate contacts, experiences and skills so that, when the time comes, you can control and decide yourself on your later-life choices and can have a so-called designed retirement (e.g. a mix of leisure / work / study / travelling / other activities) on your terms, rather than not working at all.
Business Growth for Boutique Law Firms, other SMEs and Entrepreneurs:
This is for people who own and manage a business, but who, despite having that status, actually own a job that controls them, rather than owning a free-standing business that generates profit to let the business owner work on (not in) the business and decide how to spend its profits and how to spend time independently, not as a quasi-employee. By setting up a rhythmic pattern of simple business-related activities, you create a system that generates more and/or new business.
Niche people and sectors
Dorothy followed a Yellow Brick Road
Dorothy followed a Yellow Brick Road...
A version of this blog was first published here on 28th July 2022.
Dorothy Gale followed the Yellow Brick Road…
… and, although challenged and exhilarated by several diversions in Munchkinland, was ostensibly disappointed by what she encountered on reaching the Emerald City: a charlatan wizard.
There are, of course, other analyses of The Wizard of Oz, one of the most well-known of which, attributed to Mr. Rick Polito, is this:
- “Transported to a surreal landscape, a young girl kills the first person she meets and then teams up with three strangers to kill again.”
But there’s more to the film than this…
… although you may well be wondering, given the title to this Article, what any of this has to do with planning and controlling your career as a solicitor.
I’ll explain.
There are at least three elements you have to think about in the context of your career:
- the first is that, whatever stage of your own (yellow brick road) career path you’re on, you’ll be wondering (and if you’re not, you should be) how things will progress – both next and eventually;
- the second is that, if you don’t go beyond wondering and, instead, consciously assess where you are and where you want to get to and then take steps to control how you get there, you’ll end up somewhere else – which may be suboptimal;
- the third is that, at every stage of your own (yellow brick road) career path, you have to make strategic decisions, but wonder if you have the resources, the support and the time to do so (or, even worse, you drift along without making any decisions at all).
This is where two rarely-remembered features of The Wizard of Oz are relevant:
- the first is when the Wizard gives each of the Cowardly Lion, the Scarecrow and the Tin Man a token that symbolizes the qualities they thought they wanted, but didn’t realise they always had: courage, intellect and passion respectively.
So perhaps the Wizard wasn’t a charlatan at all, but was an early-day career or life coach.
- The second is that, in contrast, Dorothy herself was consistent and persistent about her goal: getting to the Emerald City, which is a goal she achieved.
But even she had the benefit of being guided by the good witch, Glinda.
Career coaching involves applying the principles of The Wizard of Oz to your career as a solicitor:
- me being a bit like Glinda: not directing you, but listening, observing, questioning, suggesting, summarising and supporting you;
- you being a bit like Dorothy: taking time to ask yourself where you are, where you want to get to, how you can do that, what resources you already have, what resources you need and not being distracted from your goal by the intermediate demands of others.
I have three programs that form the framework for solicitors at different stages of their careers: the Uncertain Solicitor; the Rising Star Solicitor; and the v2.0 Solicitor. One of those will apply to you.
The benefit to you of recognising that you’re at one of those stages and then working out what to do next is that, later on, you can choose what you do on your terms, rather than on someone else’s terms.
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"...excellent in helping me to work out a way forward" - 2019
2019
Beatrice – Public Relations Professional:
“At the start, I felt stuck, unsure where to take my career post children. I was trying to work out what was important to me. Wyn has been excellent in helping me to work out a way forward and actually in restoring my confidence in my own decision-making. I feel that as a result I am in a much better place. Thank you.”
Beatrice – Public Relations Professional
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Got a Conveyor Belt Career?
Got a Conveyor Belt Career?
Two years ago, in 2021, I wrote about how executives and solicitors felt that their careers often involved nothing more than sitting on a conveyor belt of someone else’s ambition (not their own).
Nothing has changed.
My post followed the end of a program that involved coaching two solicitors. One was relatively young and junior; the other was relatively older and more experience. But they both had the same questions: what now? and what next?
And with those two solicitors, changes were made that resulted in them having more clarity on what they wanted and more focus on what to do to achieve that.
That said, nothing has changed when I speak with new clients (whether they’re solicitors or other business executives.
So the gist of that article bears repeating here.
I wasn’t surprised by the less experienced of the two solicitors I spoke with. Having qualified 4 years previously, they were struggling with deadlines; not sleeping enough; watching their friends earn less but have more fun; and juggling ambition, but with an unrequited need for “me” time. As for the future, they didn’t know whether to stay on the solicitors’ conveyor belt and speed it up to the next level, or slow it down and jump off. We agreed it might be useful to sense check what they (not someone else) really wanted and how far away they (i.e. the client) were from what they wanted. So that’s what we worked on. And it’s the basis of my coaching program for new(ish) solicitors: The Uncertain Solicitor.
I also wasn’t surprised by the more established of the two solicitors I spoke with. After more than 25 years in the business, they were struggling with the same issues, but with the additional nagging thought of their own professional shelf life; the need for a “Plan B”; and needing some sort of meaningful legacy so that they didn’t feel “Is that all there is?”. They had enough money, but also didn’t know whether to stay on the solicitors’ conveyor belt until they were asked to step off, or were pushed off, or to slow it down and explore something else – but not be perceived as copping out as a failure. We agreed that their concerns could be met by modelling some scenarios that could inform their decision-making. So that’s what we worked on. And it’s the basis of my coaching program for more established solicitors: The v2.0 Solicitor.
These are examples of career belt curiosity (What Now?) and of approaching a career belt milestone (What Next?). It’s good that they were willing to be coached and empowered to think creatively and to explore their options. Because if you don’t plan where you’re headed, you’ll end up somewhere else instead – which can be serendipitous, or leave you floundering.
That said, even people who are focused on the next (and next-but-one) stages in their career can benefit from thinking strategically. You need:
- to get noticed
- to develop different professional and personal networks
- to have an effective plan that’s good for you and is good for supporting and promoting your organisation (which has invested in you and wants you to hit the ground running after each promotion).
It’s also essential that you understand the politics and practice of promotion. And this is the basis of my third coaching program: The Rising Star Solicitor.
So I coach solicitors to plan, manage and develop their careers and have a better work-life balance. Doing this also has a knock-on effect of improving my solicitor clients’ mental health and resilience. Also, not many people who coach solicitors are (like me) practising solicitors. So I can Walk the Walk and Talk the Talk. And the same principles and approach apply to non-lawyer executives.
Got a Conveyor Belt Career?
"...has the tools & the temperament to tweak my approach so that I can see positive changes" - 2019
2019
Simone – Solicitor and Media Professional:
“Prior to my sessions starting with Wyn, I was quite nonchalant about whether coaching would make any difference to my situation. What Wyn made me realise was that for every big dream achieved, it starts with one baby step. And though we are quick to overlook those small steps, Wyn also made me realise the importance of giving oneself a pat on the back after those small achievements, as this can do wonders for you psychologically and mentally. When the smallest step might seem insurmountable on those bad days, Wyn will go one step further and by mutual agreement, will send you that reminder text, much like a nudge, to get you up and running. My to-do list is the proverbial arm’s length x 2, but with Wyn’s help, I have managed to cross a few things off. Like the world’s finest athletes who all need that push or encouragement to persevere when things seem daunting, I find that Wyn has the tools & the temperament to tweak my approach so that I can see positive changes, and though I am a work-in-progress, I am certainly getting there!”
Simone – Solicitor and Media Professional
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How can my coaching help your career, anyway?
How can my coaching help your career, anyway?
A version of this blog appeared here on 19th May 2023.
Coaching is widely recognized as an effective development tool for people in (or aspiring to) leadership and other senior roles.
Studies and anecdotal evidence have demonstrated the positive impact of coaching on personal growth, leadership skills, and organizational outcomes.
I’ve seen the effects that my coaching has had on individuals whose career and professional trajectories have gained velocity and resulted in promotion but also in them being more at ease.
But coaching can be a bit vague too. It’s difficult to categorise because it’s subjective and often lacks clearly defined parameters. It’s a case of “You’ll know it when you see it”.
So, to put some flesh on the bone of what coaching involves, here are some (not all) areas in which my coaching could help and support you:
- Improved Leadership Skills: much coaching focuses on developing leadership capabilities, enhancing self-awareness, and refining management skills. It provides a confidential and supportive environment for you to explore your strengths, weaknesses, and blind spots. Through feedback, goal-setting, and action planning, my coaching helps you improve your decision-making, communication, strategic thinking, and interpersonal skills.
- Enhanced Performance: coaching is also designed to drive performance improvement. By identifying and addressing specific developmental needs and challenges, I work with you to identify barriers, overcome obstacles, and leverage their strengths. Through accountability (not as your friend) and ongoing support, coaching help you align your actions with organisational goals, enhance productivity, and achieve better results.
- Increased Self-Awareness: one of the benefits of my coaching is facilitating self-reflection and increased self-awareness. I help you understand your leadership style, values, and impact on others. Your increased self-awareness allows you to identify and modify behaviours that may be hindering you. By gaining a deeper understanding of your strengths and areas for improvement, you can make more informed decisions.
- Effective Change Management: you will, at some time, face challenging organisational changes. Coaching provides valuable support during these transitions. I can help you develop change management strategies, navigate resistance, and maintain focus and resilience in the middle of uncertainty. By providing a confidential and non-judgmental space, I help you process emotions, develop new perspectives to let you lead others through change.
- Long-lasting Impact: unlike training programs that provide short-term knowledge transfer, coaching offers a personalized and ongoing development process. Through regular (usually twice monthly for 45-60 minutes) sessions, feedback, and action-oriented assignments, coaching fosters sustainable growth and behaviour change. You can then apply your new skills, perspectives and habits both at work and at home, leading to lasting improvements in your performance and promotion and wellbeing.
- Return on Investment (ROI): studies have demonstrated the positive ROI of coaching. People and organisations that invest in coaching experience benefits such as increased engagement, improved relationships, higher retention rates, and better financial performance. The personal nature of coaching allows it to address specific developmental needs.
And the good thing is this: what you learn (assuming you’re willing) by being coached is something you can also apply in the rest of your life too; coaching isn’t only a business tool.
What is a Business Growth System
How do I grow my business?
What is a Business Growth System?
You grow your business by having a Business Growth System in place.
A business growth system involves developing a series of business-related habits that create a methodology. This then generates more profit, which in turn not only brings your business more money, but also gives you more time to focus on those parts of your business that interest you most, as well as more leisure time when you can dispose of that money or do other things.
There are four (or five if you think long-term) elements to a business growth system. They’re called (1) Find Your Gap;(2) Do The Basics; (3) Define Your Message; (4) Know Your Numbers; and (5) Consolidation. Each element has several sub-elements that need to be methodically address if the synergy of all five elements are to result in the overall benefits mentioned earlier. Each of them comprises a separate part of the Coaching for Businesses program offered by WynLewisCoaching.
- Find your Gap: is where we start to understand:
- you and your business;
- where you want to get to;
- where you are now;
- the difference between here and there (this is your Gap);
- what you need (financially, personally, practically and in other ways) to bridge your Gap
- a clear goal;
- a sense check of your goal (is it even possible?)
- Do The Basics: this is where we establish the basic requirements of a successful business:
- as the business owner, it’s your responsibility (nobody else’s) to get and keep more clients/customers;
- if you don’t get and keep customers, your business will fail;
- most business owners don’t understand the direct link between:
- rhythmic business growth activity; and
- the rhythmic acquisition of clients/customers as a result;
- being reactive on an “everything will work out fine” basis isn’t enough;
- haphazard “spray and pray” marketing, with no follow-up, doesn’t work;
- to become a (more) professional business person you have to:
- introduce, develop, monitor, refine and leverage systems that result in leads, prospects and clients/customers;
- know your numbers (how much does it cost you to get a client/customer? what is the lifetime value of a customer? what are your margins? what work is most profitable?)
- you have to act and think like an investor with a plan to exit your business a few years’ time.
- the basic requirements for a successful business include:
- a marketing assets audit;
- activating Google Business;
- following up clients/customers;
- re-marketing;
- price review;
- getting reviews;
- publishing content in social media and other places; and
- having arrangements that capture enquiries.
Once you have the basics, all you need to do then is monitor and refine them every so often. But getting the basics in place is often overlooked.
- Define Your Message: this is where we focus on marketing your products or services so that you:
- understand your ideal buyer;
- present your business in a way that makes it memorable and needed;
- explain what your business does;
- think like a potential client/customer – why should they care about your personal circumstances – your product is more important than you are;
- establish your business as the place to go for your product or service;
- create an offer that a potential client/customer would be silly to resist;
- assess and work out the most effective marketing;
- follow up
- don’t focus on selling – focus instead on others buying.
Marketing and messaging don’t have to be “sales-y”. All that it involves is supplying information to people who are already looking to buy something. They key point is to do this in a targeted way. Then do it again. And again. And again. That then creates a rhythm, which creates a habit, which makes marketing easier, which results in business growth.
- Know Your Numbers: this is when we identify, understand and know how to manipulate your management financial data: it’s Business Maths…. The reason it’s important is that:
- most small business live from week to week / month to month / year to year and then send their data to their accountants to get their annual accounts done. But they (i.e. your accountants) only process your data – they don’t understand how your business works;
- many small businesses are OK if there is enough money in current account to pay for overheads, remuneration, tax and some contingencies;
- and most small businesses have no idea of the numbers that would let those businesses flourish and profit, such as:
- how much money did you make in the last 12 months?
- how many clients/customers/sales did you add this year?
- how much does it cost you to get a new client/customer/sale?
- how much is your average client/customer/sale worth to you?
- what is your most profitable work (i.e. which takes you least time and effort to produce the highest profit)?
- which bit of what you do or provide creates the most profit for the least effort?
There are also 12 key numbers you need to know. These are:
- your leads;
- your lead conversion rate;
- your prospects
- your prospects conversion rate;
- your sales;
- your average order value;
- your total revenue;
- your gross margin;
- your gross profit;
- your overheads;
- your remuneration; and
- your net profit.
These numbers let you know how much money you need to spend to make more profit and how effective is that to bridge your Gap. The extent to which you know these numbers will determine whether you focus on “busy-ness” or whether you are a business person. You need to know your numbers. If you don’t know the score, you won’t know your status.
- Consolidation: this is when we accept that business growth isn’t something that can be done once and then forgotten about. Instead, it’s an ongoing process that needs to be developed and refined and, sometimes, changed entirely. It has three stages:
- Stage 1: involves putting everything in place so that you know more about your business and can manage it better. This is what the first four stages are all about:
- Stage 2: involves improving, refining and generally polishing what you now have in place, so that (part of) your business can run itself; this then leaves you free to focus on other things; and lets you build (not create) your business: optimisation.
- Stage 3: is what happens when you have stabilised and maximised. It’s when you can expand your reach, your client/customer base, your products/services:
Everything that’s mentioned above is part of a system, rather than a series of one-of activities. Each activity builds on and/or is related to other activities to build and benefit from the system. It’s having a system that result in someone owning a business, rather than owning a job.
What is a Business Growth System
How much does coaching cost?
How much does coaching cost?
There’s a lot of secrecy about what people charge for coaching. Hardly anyone publishes prices. But the absence of a price list means that people who are checking out coaching are more likely to move on to a coach who is transparent about prices. After all, most people, wouldn’t go into a restaurant that had no prices on the menu outside (unless someone else was paying); nor would you instruct a solicitor to sell your home and buy a new home without knowing what it would cost.
There is, however, a spectrum of costs. At one end of the spectrum, some people coach for free or next to nothing. At the other end there are coaches who want £30k+ as up-front fees. But most people aren’t in that market. In practice they are more reasonable and simpler. Here are mine:
For individuals there are two phases to any coaching program:
- The introduction phase: this is free. It tends to be one 45- to 60-minute conversation during when we get to know each other to see if we could or should work together. During this session I usually like to do some coaching anyway, so that you get a flavour of what’s involved. After all, if you’ve seen what it’s like, you’re more likely to take things further. And the reason it’s free is that this when we get to know each other to see if we could or should work together.
- The actual coaching phase: this costs £399 per month. You get one 60-minute session every 2 weeks (though many people prefer one 90-minute session every 3 weeks). So if you coach for 6 months, you’ll have had around twelve 60-minute sessions or nine 90-minute sessions. In practice, the cost will be reduced by the fact that you can also have a free 15-minute check-in session each week if you’re “stuck” on anything. Some individuals want a premium service of coaching every week and 24/7 availability. This costs £1,499 per month.
For businesses there are three phases to any business growth program:
- The introduction phase: this is free and is exactly the same as for individuals.
- The set-up phase: this costs £750. It involves one 60- to 90-minute set-up meeting (and sometimes there are two meetings – but the price stays the same). Their purpose is for me to understand you and your plans, your business, and your issues. It is an important investment of time – like dating before you decide to go steady. It also includes two workbooks and a binder (there are four workbooks if a coaching program lasts longer – and most last for a year anyway).
- The actual coaching phase: this costs £499 per month. You get one 30- to 45-minute session every two weeks. So if you coach for 6 months, you’ll have had around 12 sessions of 30 minutes each. In practice, the cost will be reduced by the fact that you can have a free 15-minute check-in session each week if you’re “stuck” on anything. A 30- to 45-minutes meeting sounds short, but we cover a lot. There is no premium service for business growth coaching.
Currently, no VAT is chargeable on any fees. All fees are due in advance. But you can end a coaching program on 1 month’s notice, so your maximum exposure to fees is always capped at one month’s money. The cost of coaching may change, so for the current prices charged for coaching, click on the Prices tile on the WynLewisCoaching home page at www.wxl.coach
How much does coaching cost?
“I am finding our coaching sessions for Talem Law invaluable and certainly helping me to discipline myself to work on my business rather than in it” - 2022
2022
Mandy Aulak – Director and Co-founder of Talem Law:
“Thank for inspiring the idea. I am finding our coaching sessions for Talem Law invaluable and certainly helping me to discipline myself to work on my business rather than in it, as well as to identify areas where we can build upon and do things better“
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“I cannot thank you enough for the tremendous support and guidance you have given me. You’re a true gem” - 2023
2023
Mark Weeks – Founder of Mark Weeks Photography:
The work has paid off. I just needed to let you know what an impact the coaching with you had. Whilst the pandemic sort of derailed things for a couple of years … it provided me with the space necessary to re-shape my team and come out stronger than before… This is precisely the trajectory I had been aiming for. I’m now at another cross-road, driving the business to the “next level”… I cannot thank you enough for the tremendous support and guidance you have given me. You’re a true gem.
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“If you are a solicitor in a rut at any stage of your career...or you are looking to grow your law firm, then do contact Wyn before he becomes fully booked!” - 2022
2022
Mandy Aulak – Director and Co-founder of Talem Law:
Taken from LinkedIn here:
“I highly recommend Wyn Lewis!
At Talem Law we have been working with Wyn in his coaching capacity for the last 6 months which has given us the focus we need to develop our business.
Wyn’s professional background and experience make him a great coach, plus he is a really nice person and great to work with.
If you are a solicitor in a rut at any stage of your career (I know plenty, me included, who often wondered what my Plan B was!) or you are looking to grow your law firm, then do contact Wyn before he becomes fully booked!”
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Improve Your Marketing Copy - 5 Simple Tips
Improve Your Marketing Copy - 5 Simpl
A version of this blog was first published here on 5th July 2023.
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Everyone’s attention span is shorter. You need to get your message across more quickly. Forget about the context. Just focus on the core message. Here’s how:
- Copy your content and paste it into a Word document in u n f o r m a t t e d t e x t.
- Identify your crucial words and phrases and then capitalise, colour, highlight or underline them, or make them bold.
- Do the words and phrases you’ve modified (with connectors if necessary) make sense?
- Yes? Delete the rest of your copy: you’re good to go.
- No? Modify your content, then go back to Step 1 and have another go.
REMEMBER: use bold, CAPITALISED, coloured, Italic or underlined text so that what you write STANDS OUT and makes you memorable. See the proof by comparing the preceding sentence with paragraph #2 above.
What is a Business Growth System
In your 20s, 30s or 40s and already planning your retirement, but feeling like a young fogey?
In your 20s, 30s or 40s and already planning your retirement, but feeling like a young fogey?
An earlier version of this blog was first published here on 6 May 2021.
Are you a Young Fogey if you’re in your 20s, 30s or 40s and planning for retirement? Yes. Is there anything wrong with that? No. But why is coaching relevant to this issue?
The term Young Fogey was revived in The Spectator magazine in the 1980s to describe someone who is younger in age, but older in thoughts and preferences.
Think of a current-day Influencer on social media, but who prefers a tweed suit to a T-shirt and jeans, who prefers brogues to Nike, or who likes present-day rap music, but checks their favourite rapper’s grammar.
Then think of a young business executive or young accountant or solicitor, who works hard and long hours, then (post-pandemic) plays hard, but still has a plan for when they get older and retirement beckons.
There you have it: the contemporary Young Fogey.
The problem is that others’ reception of the Young Fogey is a mixture of gentle humour, benign disparagement and a touch of charitable transferred FOMO by those who are also young, but are living only in the moment.
Of course, the Young Fogey will triumph. But only if this occurs:
- you must forget about the concept of “retirement” (i.e. not working at all any more). It’s no longer relevant. You must focus instead on building a long-term smörgåsbord of diverse activities and separate income streams that keep you interested, involved and remunerated when you’re older. Otherwise, you will get bored, wither away, or worse.
- you must have a clear image of what your non-retirement will look like (what do you want to do? how much do you want to be worth? how will you spend your time?) and plan your career in a such way that each job, each promotion and each new skill isn’t an accident or a haphazard opportunity, but is a conscious milestone in your career.
This is where coaching is useful.
These are some of the things you’ll learn from my long-term career coaching:
- where you’re going (or not)
- where you are now
- how to create and control a career framework
- how to fill your framework with active steps to a clear goal (which you can review and modify all the time)
- how to identify what you like (or not)
- how to identify what you’re good at (or not)
- how to develop and strengthen your network
- how to end up where you (not others) want to be
These are some of the benefits you’ll get from my long-term career coaching:
- less stress from not knowing what comes next
- an enhanced reputation
- clarity about your values, preferences and who you are
- how to help yourself (because your employer will help you, but ultimately for their own benefit)
But let’s return to the questions in the strapline:
- are you a Young Fogey if you’re thinking about retirement? Yes, you are. Because retirement, as a concept, is fading fast. So get over it.
- are you a Young Fogey if you’re thinking of how to manage your long-term career? Yes, you are. But that’s good, because you’ll have choices that aren’t imposed by others.
So much for the Young Fogey.
But are you an Old Fogey who should be thinking about this now, but thinks they’ll wait until later (when it may be too late)? If so, you need to get on my program for rapid career planning.
Finally, imagine this:
- you’ve got to a point where people expect you to retire
- but you choose to do less of one thing (working for one organisation) and do a lot more of several different things.
Who will have FOMO now
Not you.
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Independent Thinking, Noel Coward, Leadership and Promotion: what's the connection?
Independent Thinking, Noel Coward, Leadership and Promotion: what's the connection?
A version of this blog appeared here on 12th May 2023.
This week, as a post-6th May 2023 Coronation diversion, I went to the theatre to see Noël Coward’s play Private Lives. I’d seen it several times before in the context of it being a 1930s romantic comedy, but with a twist.
This time, the twist was darker than in previous versions and made me think of how the protagonists needed the support of a coach (not that there was any such concept when the play was written in 1930) to facilitate independent thinking that might have avoided the protagonists’ repeated mistakes and addictive violence.
The foundation of the play is the co-dependency between Amanda and Elyot, who are divorced (from each other) and married (each to someone else) but also can’t live without each other (despite their constant bickering and physical fighting) so run off with each other, leaving their actual spouses high and dry.
A version of that sort of relationship can occur at work.
It happens when you respect or want to learn from someone who is a colleague or line manager, but are frustrated when you can’t put your finger on why you don’t trust them entirely (which can be mutual) but each of you needs the other to get through the day to fulfil your work and progress your career.
This lack of mutual understanding can be wilful, or just the result of not being aware of your environment (or of each vying for attention for promotion) and means you end up sabotaging each other or being mutually unsupportive and raising or even raising grievances arising out of passive-aggressive acts.
So nobody wins.
[Enter Coaching, stage left…]. Coaching can be an effective tool:
- to help you develop the skills and mindset necessary to stand back, observe and be more independent (particularly in situations of co-dependency) and manage a relationship better;
- to help you learn to recognise your own needs and take responsibility for meeting them (rather than relying on others to do so) and how to “read” others in a way that puts them in context, which can be less challenging for you and mutually beneficial for both of you (and everyone else);
- to build self-awareness, set clear goals and develop the confidence and skills necessary to achieve those goals. By doing so, you can be more self-reliant and less reliant on others, breaking free from co-dependency patterns. Your leadership skills also improve.
Having these skills means your colleagues should become easier to deal with when they recognise your self-confidence and open-ness as being mutually beneficial, rather than as no more than a competitive or obstructive trait.
In the context of “Private Lives,” coaching could have helped Amanda and Elyot recognize their own individual needs and desires and how to satisfy them, rather than relying on each other to try (and fail) to meet them.
Through coaching, they could also have learned to communicate effectively, set boundaries, and take responsibility for their own happiness, rather than expect the other person to fulfil or reflect their needs.
And they could have developed a mindset to maintain their independence within a relationship, by balancing their own needs with the needs of their partner, communicating effectively, and setting healthy boundaries.
The same concepts can be applied (and the same benefits can be achieved) in the workplace. The reason is that business relationships often fail due exactly to a failure to be independent enough to “say what you mean” but say it in a context where the purpose is to pursue a mutually beneficial corporate or personal goal.
I can work with you to get you to think independently and improve your life and career and improve your leadership skills (and your own Private Lives) or promotion.
What is a Business Growth System
Is your career linear or squiggly?
Is your career linear or squiggly?
An earlier version of this blog was first published here on 20 July 2021.
This blog comments on the ways in which working from home and hybrid working are having unforeseen and disadvantageous consequences on the ability and/or willingness of some members of our Gen Z workforce to conform to professional expectations and to recognise and understand social cues at the workplace, as a result of which work not only actively fails to meet their expectations, but also passively damages their career interests and thwarts opportunity.
My own experience of our Gen Z workforce has been in the context of coaching solicitors and other lawyers at the start of their careers. From this, it’s clear that, these days, even the previously typical linear career progression of a professional lawyer isn’t as predictable as it used to be. It can be much more of what members of our Gen Z workforce apparently call a “squiggly” career that involves trying out and having a number of different roles (but what others might previously have criticised as having the character of a rolling stone who moved from one job to another and resulted in someone who was a jack of all trades and master of none).
But is there anything wrong with that? Not necessarily. In fact, there may be several hidden benefits of being squiggly. Why? Because, ultimately, people are living longer (and hopefully better), but everyone who lives longer will not want to carry on doing the same job and the same work for 40+ years. It will result (for most people) in boredom, anomy and a reluctance to stay informed and at the top of the professional or technical game (with disadvantages to and risks others in terms of your ability and propensity to deliver). Could there be, therefore, a massive hidden advantage of the “squiggly” career? In my view the answer is “yes” and needs to be embraced.
That hidden advantage becomes apparent when you get to an age – whether you are a lawyer, a business executive, or anyone else – when you want to do things on your terms (rather than by doing what someone else tells you to do on their terms, or being bin-bagged and told – however illegal that might be – that it was time to retire or “do other things”). But to do this successfully (and to have what is traditionally called a Portfolio Career) you must have built up the experience that comes from having had a “squiggly” career and having been a deliberate and conscious rolling stone in the first place. Only if you do that will you be equipped with knowledge, nous and knowhow that a One Job Lifer” would never acquire and have the “retirementality” to work differently and not feel bad about being a PIP (a Previously Important Person).
Imagine this interview when you’re (say) in your 50s or 60s and would like to take on a non-executive role. The first question is: “Have you done something like this before?” If your answer is “No” then the rest of the interview will be a sham. But if (starting in your 20s or 30s) you explore roles outside your “day” job and do other things (including volunteering) then, 40 years later, you can answer the same interview question with “Yes, and this is what I’ve learned” and the rest of the interview could be a shoe-in (assuming you’ve learned the workplace cues when you were Gen Z).
The point is this: whether you’re a member of the Gen Z workforce or older, the range of experiences that you have will stand you in good stead later when you want to do things on your terms. If you haven’t tried something, then you don’t know if you like it, hate it, are good at it, are bad at it, or whether it adds something or nothing to your life. Carpe diem is the name of the game.
But you still have to think clearly; you still need to have a goal; and you still need to have consciously decided on the resources and skills you need – both now and for the future. Because if you don’t have those things in mind and if you don’t have an idea of where you’re heading, then you will drift and you will end up somewhere else that may be suboptimal and have the same effect on your life and career and the challenges faced by the Gen Z folk mentioned at the start of this article.
That’s when coaching becomes really important and much more valuable than you might ever think – regardless of your age now.
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Juggling holidays and work: 10 coaching nuggets
Juggling holidays and work: 10 coaching nuggets
A version of this blog appeared here on 17th May 2023.
In April 2023 there were numerous articles written by employment lawyers and HR professionals about whether you had the right not to work on the additional holiday that was declared for Monday 8th May 2023 to mark the coronation of King Charles III on Saturday 6th May 2023 (created by Royal Proclamation as permitted by the Banking and Financial Dealings Act 1971).
The consensus was that there was no particular right to take 8th May 2023 as holiday unless there was an entitlement in your contract to take any public holidays that arise. However, any employer who ran the “you’re expected at work on Monday 8th May 2023” argument would have been brave to do so unilaterally without risking serious damage to employee relations.
Technically, taking a holiday on a declared public holiday (or at any time) isn’t compulsory if your office is physically open (but check your contract). But if you do work on a holiday, then you’re in a large group (apparently data shows that most UK professional don’t use their full contractual holiday entitlement anyway).
But is working on a public or other holiday intrinsically bad? Or can it actually enhance your career? It’s a topic that often comes up as part of career coaching.
Here are 5 career benefits that can come from working on a holiday:
- Financial gain: you can sometimes earn premium rates and generate additional fees to boost your income directly, or create additional output to influence a results-based bonus.
- Work ethic: you demonstrate a commitment and willingness to work in a way that makes you feel good, enhances your reputation and leads to opportunities for growth and advancement within your organisation.
- Networking opportunities: you have opportunities to connect with colleagues or clients who are also working. This can be a chance to build new relationships and expand your professional network.
- Flexibility: you may have greater flexibility and leverage in terms of scheduling time off in the future for a personal event or a holiday that might be longer than normally permitted.
- Experience: you can get new skills and experience by not being interrupted when learning something new, or by doing things that might normally be done by others, which can help with your professional development.
While there can be benefits to working on a holiday, it’s also important to prioritize your own needs and well-being. If you’re feeling burnt out or overwhelmed, then taking a break and prioritizing your own self-care may ultimately be more beneficial to your career in the long run.
Here are 5 career disadvantages that can come from working on a holiday:
- Work-life balance: you sacrifice time with friends and family. This can be challenging if you have young children or other personal obligations or interests you need to balance with your job.
- Burnout: if you’re already overworked or stressed, you can exacerbate these feelings and increase the risk of burnout. This can have negative effects on your mental and physical health and performance.
- Reduced productivity: you may be less productive than usual due to distractions or interruptions when you’re tired from over-working. This can ultimately impact your job performance and reputation.
- Missed opportunities for rest and rejuvenation: if you’re constantly working, you may miss out on the chance to recharge your batteries and come back to work feeling refreshed.
- Legal restrictions: there may be legal restrictions; failing to comply with these regulations could result in adverse legal or financial consequences.
So think carefully: most employers and organisations care less for their staff than the staff care about those employers and organisations.
Ultimately, the decision to work on a holiday depends on your individual circumstances and priorities. It’s important to weigh the potential benefits and disadvantages and make a decision that is in line with your personal and professional goals.
Coaching gives you the opportunity to talk through and test your work ethic in relation to your career and how your work fits in with the other features of your life. Your approach will definitely change as your career progresses and as your preferences and life change.
The overall benefit of coaching, however, is that you will get into the habit of thinking and planning your position in a way is that gives you more control over your career.
What is a Business Growth System
"...knows how to convey the issues and solutions so you quickly understand and apply them" - 2021
2021
SB – Associate Solicitor:
“I have learned a lot from being coached and mentored by Wyn, who is focused, experienced and knowledgeable. Wyn knows how to convey the issues and solutions so you quickly understand and apply them to your circumstances. I would highly recommend working with Wyn.“
SB – Associate Solicitor
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Let's spend 2 hours telling you what went wrong during the last 2,078 hours
Let's spend 2 hours telling you what went wrong during the last 2,078 hours
An earlier version of this blog was first published here on 28th June 2023.
_________________
The Annual Appraisal. I hated it.
The Annual Ambush. That’s more like it.
Carried out by people who didn’t know how to; people who didn’t want to; people with inadequate information; people with a personal agenda; people who had said nothing for a year and then let rip; people who didn’t know the difference between a dialogue and a lecture; and people who wanted to be doing something (anything!) else.
To make it worse those features applied to all participants: to me and them. As a result, they were mainly a waste of time and succeeded only in harming (not enhancing) relationships at work.
But you can make them work. Read on to learn how to show off your skills, achievements and potential to take charge of your career growth like a Pro!
Here’s how:
- Set Clear Objectives: while goal-setting is important, it’s essential to navigate away from the myth that pursuing overly ambitious objectives guarantees an exceptional appraisal outcome. Instead, focus on setting measurable and realistic objectives that align with your role and your organisation’s objectives. Quality trumps quantity. Remember that a well-crafted list of objectives will leave a better impression than anything long and unfocused.
- Gather Evidence: contrary to popular belief, your appraisal isn’t all about hard data and numbers. Don’t cram your evidence portfolio with every tiny achievement. Instead, select the impactful ones that showcase your unique contributions. Think beyond the numbers and incorporate qualitative feedback and testimonials that highlight your skills and abilities, plus anecdotes to showcase the depth and breadth of your professional prowess.
- Know Yourself: although there’s no need to oversell or undersell your capabilities, admitting areas for improvement doesn’t diminish your chances of a positive appraisal; it demonstrates your self-awareness and willingness to grow. So, reflect on your strengths and weaknesses, and present a well-rounded self-assessment that accentuates your strengths and shows a proactive attitude towards getting better.
- Get Feedback: comments about you shouldn’t be limited to line managers or senior people. They often have no idea about the Whole You. Get input from peers and subordinates as well. It’s often like getting advice from experts who want to see you succeed. Plus, they might give you useful tips to enhance your talents!
- Go Beyond The Numbers: yes, metrics matter, but it’s not all about hitting targets. Appraisals go beyond the surface. Delve into the qualitative aspects of your work – how you’ve made an impact, built relationships, and contributed to your organisation’s, your clients’ or your customers’ success. Show the hidden stories behind the numbers to highlight your value.
- Identify Development Opportunities: don’t limit yourself to focusing on things you know you need to improve. Supplement this and embrace unexpected avenues for growth that ignite your passion and broaden your skills set. Pursue opportunities beyond your current role. Stretch your boundaries and unlock your full potential – you might discover hidden talents along the way!
- Be Yourself: don’t fall into the myth of exaggeration – it won’t do you any favours. Instead, craft a narrative that tells your unique story – include challenges you’ve overcome and lessons you’ve learned en route. Keep it concise, yet impactful, so people can empathise with your journey.
- Turn Minuses Into Pluses: addressing potential challenges head-on is a sign of resilience and adaptability. Embrace constructive feedback and proactively develop strategies to overcome your weaknesses. Remember, the goal is growth, and by showing your ability to address challenges, you transform stumbling blocks into stepping stones. Even if things don’t go perfectly, it’s all about how you learn from new things.
Preparing for your appraisal doesn’t have to be nerve-wracking. An appraisal is your chance to shine and show what you’re capable of. So go forth, conquer, and pave the way for a bright future!
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Liar!
Liar!
A version of this blog was first published here on 9th May 2023.
Do you describe yourself as a small business owner?
Are you sure?
Really sure?
Or are you, in reality, someone who:
- owns a job that owns you?
- spends all their time in their business with little or no spare time to do other thing?
- wonders where their time has gone at the end of the day?
- is frustrated by not enough having achieved enough business growth?
If any of those scenarios resonate with you, you may be a liar.
Lying:
- to yourself
- to others.
The reason is that your so-called “business” may actually be nothing more than an expensive hobby.
If that’s the case, you may find a conversation with a business coach useful.
There are a few key signs that can help you to determine whether your business is a viable and sustainable enterprise, or whether it’s a hobby that’s costing more than it makes and needs to change.Here are some of them:
- Finance: it’s important to consider your financial situation. Are you consistently earning enough money from your business to cover your expenses and make enough of an after-tax profit that will fund your life and your plans (not just pay your bills)? If you’re constantly struggling to break even or are losing money, it may be a sign that your business is not sustainable in the long run and that you need to make some changes.
- Time: another factor is the time and effort you’re putting into your business. If you’re investing a significant amount of time and energy and are seeing little or no return on your investment, it may be a sign that your business is more of a hobby than a serious enterprise and that you need to address your time management and assess your commitment to spending time on your business and make changes here too.
- Market: it’s also important to consider the demand for your products or services. Are there enough clients or customers who are willing to pay for what you are offering? If you’re struggling to find them, or are not generating enough revenue, it may be a sign that your business is not viable or that you need to refocus on what you’re selling or offering, or on how you target your product or service to people who will actually buy.
Ultimately, if you’re unsure whether your business is more than an expensive hobby, it’s sensible to seek the advice of a professional – such as a business coach or mentor – who can support you to evaluate your business and identify areas where you can improve your operations, increase revenue, and achieve greater success.
As a coach focusing on small business growth, I can work with you to:
- Identify your business- and related goals
- Work out how much turnover you need to have to generate (before tax) to find those goals
- Analyse the gap between where you and where you need to head
- Focus on your market or sector
- Fix your marketing
- Generate more clients or customers
- Understand your numbers
- Develop processes and methods and systems which, with time, will let your business make money while you’re asleep.
It’s better to tell the truth than to lie.
What is a Business Growth System
Promotion, King Charles III and Coaching
Promotion, King Charles III and Promotion
A version of this blog was first published here on 6th May 2023.
Are you waiting for a promotion?
This coming Saturday, 6th May 2023, millions of people will be following the coronation of King Charles III after many years of him being Prince of Wales.
HM’s role as monarch will be regarded by many as no more than an automatic next step after waiting in the wings for some time – much like an understudy in a play.
But the success of (rather than just acceding to) HM’s new role will depend on how much (and how well) he will have been performing at monarch level before actually having that status.
This is what a successful promotion is all about: already acting up at your next level before getting the title.
But you’re not royalty.
Instead, you work (perhaps as an executive, perhaps as a solicitor) in a commercial context where promotion isn’t guaranteed and must be earned.
In the best organisations, this means you must already be behaving, performing and thinking at the next level up.
If you’re doing that, then your new role will be easier to cope with than if you’re parachuted in. This is:
- partly because you’ll already know what you’re doing (the technical part)
- partly because your contemporaries – who now report to you – will already respect your competencies (the leadership and politics part).
The problem is that many organisations don’t train people up in advance. Instead, they train people up retrospectively – if they train people at all – which makes post-promotion role more difficult than it should be.
So you have to do as much as you can yourself.
This means that there’s a huge incentive to get yourself ready and noticed for success in your next role (and the one after that) a long time before each role comes along: which means now.
It’s not enough just to wait in the wings until your time has come. Instead, it’s about knowing your words, the choreography and the dynamics at least as well as (and ideally better than) the person who’s currently centre-stage (and the person they report to) so that you are automatically next in line.
But what does this have to do with coaching and King Charles III? This is why:
- Coaching is a process of guiding and supporting you to get your promotion. A coach will help you to identify your strengths, weaknesses, and areas for improvement, and then develop a plan to help you achieve that goal. As a result, through coaching, you develop valuable skills, receive constructive feedback, and gain the confidence, self-awareness and motivation to persist in the face of challenges. You’ll then be promotion-ready.
- Persistence means continuing to work towards promotion despite setbacks, obstacles, or failures. It’s a key ingredient in achieving success, as it allows you to stay focused and committed to your objectives, even in the face of adversity. With persistence, you can overcome obstacles, learn from your mistakes, and eventually achieve your desired outcomes. Again, it makes you promotion-ready.
- King Charles III is (some might say) an example of persistence in the face of adversity. He has faced and faces numerous challenges and obstacles as he takes the throne, including political and public commentary, family drama, personal convictions that have to be subsumed, as well as (presumably – we all have them) personal doubts. Despite these difficulties, he persists in his vision for a better kingdom and ultimately success in his reign. Being promotion-read requires this sort of vision.
Each of coaching, persistence, and King Charles III demonstrate the importance of perseverance and determination in achieving success in personal development, professional growth, or leadership. They make all the difference in reaching your goal and getting promoted.
So: are you promotion-ready?
Well done if you are.
If you’re not, I can help you.
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"...pushing me to consider all options thoroughly and from all angles" - 2018
2018
Anees – Solicitor, UK magic circle:
“I started seeing Wyn when I was skirting burnout and feeling very ready to move out of my current job.
I knew the options before me and the limitations I faced, and I needed someone with the requisite distance to help me think through them in a structured way.
Wyn fitted the bill perfectly. I found Wyn’s method to be just right: pushing me to consider all options thoroughly and from all angles – from the big picture to the everyday – but always gentle and supportive, and using a variety of techniques.
He also draws on a wealth of relevant experience from his career as an employment lawyer.
Wyn is a terrific listener and remembers even minor details of conversations from weeks prior, so you get the sense that he is someone who is genuinely invested in you.
Thanks to Wyn, I feel I am able to see my choice as a step in a career trajectory which is richer in detail with his input.”
Anees – Solicitor, UK magic circle
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Solicitors are decisive, right? Not necessarily.
Solicitors are decisive, right? Not necessarily.
An earlier version of this blog was first published here on 11 March 2021.
Last week I wrote here about some of the issues that affect solicitors during early / mid / established career paths.
I’ve explored in a separate blog – Are You Stuck On A Career Conveyor Belt – how my focused coaching programs can support and empower solicitors at all stages of a career.
Relevant questions include:
- why am I doing this:
- what do I want;
- how do I get from here to there;
- how do I bridge the gap;
- what skills set and networks do I need;
- what does my organisation expect; and
- what must I do now
Some law firms who want their solicitors to progress and excel deal with these questions head-on through good appraisals and coaching. But most don’t. Often, it’s down to the individual.
Of course, similar career questions relate to most of us. They’re not limited to particular job types or business sectors. All employers and non-solicitors would also benefit from strategic career planning.
Why? Because if you don’t plan where you (or your staff) are headed, you’ll end up somewhere else instead. That’s not good for anyone who wants to have direction. And most don’t want a career to be an adventure.
If you want to explore the dilemma of indecision and the benefits of decision-making in the future, get in touch via Wy*******@wx*.coach or via www.wxl.coach – for more information.
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Solicitors: what bothers you at work and how can you make things better?
Solicitors: what bothers you at work and how can you make things better?
A version of this blog was first published here on 23 May 2023.
I’ve been a solicitor for a long time and was nervous when I started.
My supervisor said: “Don’t worry – everything will be fine after 5 years”.
They lied.
I say this because, even after 35 years as a solicitor, everything is not “fine”.
So I’ve been speculating about whether what I was worried about then is what solicitors still worry about now.
The answer (more or less) is Yes.
Listed below are the 10 things I’ve identified as the main culprits – ranked in order of importance to the solicitors I’ve coached or mentored over the last few years (though this will vary for each of you):
1. Work-Life Balance: keeping a healthy work-life balance can be a significant concern if you have long working hours, high workloads and a demanding client, line manager or partner. Balancing personal and professional commitments can be challenging. But if don’t do this now, there’s a chance you’ll regret it later (when you might be too old or too committed or too unwell to do then what you want to do now). So do it (because most workers love their firm much more than their firm loves them). It really is possible, and you’ll be respected for having taken a stance. My coaching can help you:
- set boundaries
- prioritise tasks
- develop time management skills
- with strategies for stress reduction and self-care
2. Stress and Burnout: the legal profession can be highly stressful, leading to burnout. Meeting client, line manager and partners’ expectations, handling complex cases, and managing tight deadlines can contribute to mental and physical exhaustion. The cumulative effect of this is that you get less efficient, less good and less happy at what you do, which then has a knock-on effect on your friends and family. My coaching can help you:
- identify sources of stress
- develop coping mechanisms to manage stress effectively
- develop resilience
- implement stress management techniques
- (if you’re a woman) deal with expectations about traditional gender roles
3. Career Progression to Retirement: solicitors often strive for career progression, which may involve becoming a legal director or partner in a law firm or generally advancing to higher levels within an organisation or specialising in a specific area of law. Competition for promotion and limited opportunities (and the politics of promotion of people who may not obviously deserve it over you) can be sources of concern. And then you also have to think about retirement (and how to fill your time without timesheets). My coaching can help you:
- clarify your career and longer-term goals
- create action plans and strategies
- with guidance on networking
- navigate organisational dynamics and politics
- (if you’re a woman) deal with gender bias, lack of representation in senior positions, or implicit biases in promotion processes
4. Financial Stability: building a financially stable career is important to many solicitors. However, concerns may arise regarding income stability, fee structures, billing targets, time recording and economic fluctuations that in turn cause redundancies or reorganisations, all of which can impact earnings. My coaching can help you:
- set financial goals and budgets
- explore avenues for increasing income and financial stability
- with guidance on fee structures
- develop business development strategies
5. Client Development: you may face challenges in attracting and retaining your own clients (and client jealousy from “source partners” who do no more work for those clients, but still bask in the operational and financial glory of their original relationship). Developing a solid client base requires networking, marketing, and establishing a reputation, which can be time-consuming and competitive. My coaching can help you:
- enhance your networking skills to build relationships
- develop effective marketing strategies to attract and retain your own clients
- with guidance on personal branding
- cultivate strong client relationships
6. Technological Advancements: staying abreast of technological advancements in the legal field is essential but can be daunting. Embracing new technologies such as legal research tools or case management software (and now AI generally) while adapting to changing client expectations and the threats to your longer-term usefulness can pose challenges. My coaching can help you:
- adapt to technological changes by providing training, resources, and guidance on using legal tech tools effectively
- develop a technology strategy to integrate new tools into workflow
- stay updated on emerging trends
7. Ethical Dilemmas: as solicitors, we sometimes encounter ethical dilemmas in practice. Balancing professional responsibilities, confidentiality, conflicts of interest, and maintaining high ethical standards can be a source of concern. The demands placed by compliance are also increasing (and frustrating when all you want to do is provide a service to a client). My coaching can help you:
- navigate complex ethical dilemmas in a safe space to discuss concerns
- clarify your personal values
- navigate conflicts of interest
8. Workload Management: solicitors often handle multiple cases simultaneously, leading to heavy workloads. Managing deadlines, prioritising tasks and maintaining quality (as well as juggling priorities when different partners want you at the same time) can be challenging and overwhelming – not only at the start of your career, but for some time afterwards until confidence, experience and familiarity with managing expectations is a norm. My coaching can help you:
- develop strategies for prioritisation, time management, and delegation
- set realistic goals
- streamline processes
- optimise productivity
9. Continuing Professional Development (CPD): staying updated with changes in legislation, legal precedents and professional development requirements is crucial. Solicitors need to invest time and resources in CPD activities, which may pose challenges alongside your existing workload. My coaching can help you:
- create personalised CPD plans
- identify relevant learning opportunities
- manage your professional development
- with accountability on skill enhancement
10. Workforce Diversity and Inclusion: increasingly, diversity and inclusion are important issues within the legal profession. Solicitors (especially when you’re more senior and have wider management responsibilities) may have concerns about even having (let alone promoting) a diverse workforce, addressing bias, and creating an inclusive work environment. My coaching can help you:
- foster inclusive practices
- raise awareness of actual or unconscious bias
- develop strategies to promote diversity within your organisation
- with inclusive leadership techniques
- (if you’re a woman) deal with issues due to historical underrepresentation and the need for equitable representation at all levels of the legal profession
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Stuck on a career conveyor belt?
Stuck on a career conveyer belt?
An earlier version of this blog was first published here on 6 March 2021.
Are you stuck on the career conveyer belt of someone else’s ambition is the gist of what two different solicitors told me recently during our coaching sessions.
I wasn’t surprised by the less experienced of the two solicitors I spoke with. Having qualified 4 years previously, she was struggling with deadlines; not sleeping enough; watching her friends earn less, but have more fun; and was juggling ambition with the need for “me” time. As for the future, she didn’t know whether to stay on the solicitors’ conveyor belt and speed it up to the next level, or slow it down and jump off. We agreed it might be useful to sense check what she (not someone else) really wanted and how far away she was from what she wanted. So that’s what we’re working on. And it’s the basis of my coaching program for new(ish) solicitors: the Uncertain Solicitor.
Disappointingly, I wasn’t surprised by the more established of the two solicitors I spoke with. After more than 25 years in the business, he was struggling with the same issues, but with the additional nagging thought of his own professional shelf life and the need for a “Plan B”. He had enough money, but he too didn’t know whether to stay on the solicitors’ conveyor belt until he was asked to step off, or was pushed off, or to slow it down and explore something else – but not be perceived as copping out as a failure. We agreed that his concerns could be met by modelling some scenarios that could inform his decision-making. So that’s what we’re working on. And it’s the basis of my coaching program for more established solicitors: the v2.0 Solicitor.
These are examples of career belt curiosity (What Now) and of approaching a career belt milestone (What Next). There’s nothing wrong with that. It’s good that they are willing to be coached and empowered to think creatively and to explore their options. Because if you don’t plan where you’re headed, you’ll end up somewhere else instead – which can be serendipitous, or leave you floundering.
That said, even solicitors who are focused on the next (and next-but-one) stages in their career can benefit from thinking strategically. You need to get noticed; to develop different professional and personal networks; and to have an effective plan that’s good for you and is good for supporting and promoting your organisation (which has invested in you and wants you to hit the ground running after each promotion). It’s also essential that you understand the politics and practice of promotion. And this is the basis of my third new coaching program: the Rising Star solicitor.
You’ll see from this that I coach solicitors to plan, manage and develop their careers and have a better work-life balance. Doing this also has a knock-on effect of improving my solicitor clients’ mental health and resilience. Also, not many people who coach solicitors are (like me) practising solicitors. So I can Walk the Walk and Talk the Talk.
Stuck on a career conveyor belt?
“Thanks to Wyn Lewis of WynLewisCoaching for the business coaching in taking our ideas to the next level” - 2022
2022
Mandy Aulak – Director and Co-founder of Talem Law:
Taken from LinkedIn here:
“Thanks to Wyn Lewis of WynLewisCoaching for the business coaching in taking our ideas to the next level…”
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The Solicitor's Roadmap
The Solicitor's Roadmap
A version of this blog was first published here on 28th July 2022.
Dorothy Gale followed the Yellow Brick Road…
… and, although challenged and exhilarated by several diversions in Munchkinland, was ostensibly disappointed by what she encountered on reaching the Emerald City: a charlatan wizard.
There are, of course, other analyses of The Wizard of Oz, one of the most well-known of which, attributed to Mr. Rick Polito, is this:
- “Transported to a surreal landscape, a young girl kills the first person she meets and then teams up with three strangers to kill again.”
But there’s more to the film than this…
… although you may well be wondering, given the title to this Article, what any of this has to do with planning and controlling your career as a solicitor.
I’ll explain.
There are at least three elements you have to think about in the context of your career:
- the first is that, whatever stage of your own (yellow brick road) career path you’re on, you’ll be wondering (and if you’re not, you should be) how things will progress – both next and eventually;
- the second is that, if you don’t go beyond wondering and, instead, consciously assess where you are and where you want to get to and then take steps to control how you get there, you’ll end up somewhere else – which may be suboptimal;
- the third is that, at every stage of your own (yellow brick road) career path, you have to make strategic decisions, but wonder if you have the resources, the support and the time to do so (or, even worse, you drift along without making any decisions at all).
This is where two rarely-remembered features of The Wizard of Oz are relevant:
- the first is when the Wizard gives each of the Cowardly Lion, the Scarecrow and the Tin Man a token that symbolizes the qualities they thought they wanted, but didn’t realise they always had: courage, intellect and passion respectively.
So perhaps the Wizard wasn’t a charlatan at all, but was an early-day career or life coach.
- The second is that, in contrast, Dorothy herself was consistent and persistent about her goal: getting to the Emerald City, which is a goal she achieved.
But even she had the benefit of being guided by the good witch, Glinda.
Career coaching involves applying the principles of The Wizard of Oz to your career as a solicitor:
- me being a bit like Glinda: not directing you, but listening, observing, questioning, suggesting, summarising and supporting you;
- you being a bit like Dorothy: taking time to ask yourself where you are, where you want to get to, how you can do that, what resources you already have, what resources you need and not being distracted from your goal by the intermediate demands of others.
I have three programs that form the framework for solicitors at different stages of their careers: the Uncertain Solicitor; the Rising Star Solicitor; and the v2.0 Solicitor. One of those will apply to you.
The benefit to you of recognising that you’re at one of those stages and then working out what to do next is that, later on, you can choose what you do on your terms, rather than on someone else’s terms.
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What can I be coached on?
What can I be coached on?
The range of coaching topics is limitless. You can be coached on whatever you want to think about.
It can be something that’s bothering you (or your employer). Or it can be something that excites you (or your employer).
There is no video that accompanies this Answer, but you’ll see below the aspirations, concerns, hopes, ideas, issues and thoughts about actual and potential coaching topics:
- Accountability | acting up | alternatives | ambition | anxiety | authority | autonomy
- Board membership responsibilities | business development | business growth
- Career guidance | career management | change | clarity | client relationships | coaching | colleague relationships | confidence | conflicts | CVs
- Decision-making | delegating | diary management | difficult conversations | difficult people | director duties | doing, not talking
- Employed to self-employed status | being an expert
- Female executives | first 100 days in a role | fitting in | flexible working | friends and family | future-proofing
- Goals | grief | groups
- Home v. office-based working | hot-desking
- Impact | independence | interviews | interview practice | interview skills
- Job-related issues | job-hunting | juggling work with everything else
- Kindness
- Leadership | leadership styles | leadership trends | liking yourself | listening
- Managing yourself | managing colleagues | making a difference | marketing | maternity | mentoring | mergers | messaging | metrics
- Negotiating | networking | new colleagues | new job (first 100 days( | new job (your predecessor) | new business owner
- Onboarding | organisational issues | outplacement
- Perfectionism | personal development | power | power politics | presentation skills | procrastination | productivity | promotion
- Questioning | quitting
- Recognition | redundancy | relationships | responsibility | resilience | retirement | returning to work
- Self-employment | shyness | stepping up | stuck in a rut | stuckness | succession planning | systems
- Team members | team-working | terms and conditions | thinking time | time management
- Uncertainty | understanding – not just responding
- Values | visualising | VUCA world
- Wellbeing | what could be | work-life balance
- Xyrophobia | other things beginning with an x
- You – and what that means
- Zooming-in techniques | Zone of Deference behaviour | Gen-Z
One, at least, of the coaching topics mentioned above is theoretical, rather than one I’ve actually coached on. See if you can guess which one it is.
What does coaching involve in practice?
What does coaching involve?
The answer depends on whether you’re doing individual coaching or business growth coaching.
Individual coaching focuses on you personally doing things to change or improve your career, life, performance, presentation skills or your own whatever-it-is-you-want-to-focus on. If you want to get an idea of how broad are the types of issues that people want to address, then take a look in the Library at my answer to the question: “What Does Coaching Cover?” You might be surprised.
Business growth coaching, instead, focuses on how you, as a business owner – either on your own (as a sole trader) or with your co-owners – can introduce regular and rhythmic activities and practices into your business that generate regular new business and new clients. The result is that:
- what you call your “business” really is a business (it generates income when you’re asleep)
- you don’t have what you call a “business” but is actually no more than a job that requires you to work all hours of the day and night which, after you’ve generated your revenue and paid off your suppliers and other business costs, leaves just enough – if you’re lucky – for you to get by with.
What you really want is a business system that generates enough cash to let you live (not just exist). And that’s the aim of business growth coaching.
What do individual and business growth coaching have in common? It’s a method like this:
- Before you start, there’s always what people call an introductory / chemistry / discovery / get-to-know you call. The reason is that it’s essential to see if there’s a “fit” between you and me. This is essential is that a lot of what’s covered in coaching is often private, or sensitive and needs you to be confident about me being trustworthy and confidential and someone you can talk to. It also requires me to be comfortable about being able to work with you (because some people who want coaching actually need therapy or mentoring). If there was no mutuality, it would be a bit like a shotgun wedding – which is a form of union that doesn’t really have a good press.
- Then, if we both decide to go forward with coaching, we deal with the formalities. There’s always a written Coaching Agreement document – so you know what’s expected of you and what you can expect from me, and I know that you know what’s expected of you and of what I’ve promised to bring to the party (for more about this see my separate video called “Do I Have To Sign A Coaching Agreement?”. It’s mutuality of obligation and mutual understanding. And the Coaching Agreement document also covers confidentiality, privacy, time commitments, duration and the price of coaching (the price of coaching is dealt with in a separate video called “How Much Does Coaching Cost?” that you can also find in the website Library).
- At the start of a coaching relationship there is also at least one set-up meeting – usually between 60- to 90 minutes – for me to understand you and your plans (if you’re doing individual coaching), or you and your business (if we’re doing business growth coaching). This is a really important up-front investment of time – it’s a bit like dating before you decide to go steady.
- Then the actual coaching starts – and it’s here where there can be a difference between individual and business growth coaching.
- In my experience individual coaching is best done in 60- to 90- minute chunks every two weeks or so (although some people prefer to engage more frequently). The reason is that the 3-week interval is a useful time for you to think about what we’ve discussed, then prepare to do things, then do those things, then get ready for the next coaching session. And it’s also because Life Often Gets In The Way when you’re doing individual coaching and you have family, friends and your job to juggle.
- In contrast, I find that business growth coaching is best done in 30- to 45-minute chunks every 2 weeks – without fail (barring illness or holiday). The reason is that building up, developing, exploring, growing and refining your business systems and your customer or client basis, can only be done if you’re on it all the time. What I suggest is that you’re on it for 90 minutes every day, which then means that our coaching sessions every 2 weeks are basically catch-ups and check-ins. The reason this works is that, when you do business growth coaching, you also get a detailed workbook – two at the start, then another two as a coaching program progresses – to support you and guide you – so you’re not alone.
There are also two other common features of all coaching:
The first is that I do expect you to put our meetings in your diary for 6 months in advance – whether it’s a 2- or 3-week series – because it means you have something to focus on and it also tests your commitment. Remember though that, after an initial period of 3 months (because it takes that long for a coaching habit to develop) you can cancel a Coaching Agreement at any time on 1 month’s notice – you’re not tied in. And you can always get in touch between the 2-week or 3-week sessions if you’re “stuck” and need a chat – you can just book a call through my automatic calendar.
The second is that, regardless of whether we’re doing individual or business growth coaching, there’ll be a mixture of conversations, some practical exercises, some face-to-face in-person work, other work on Zoom, some written work, some actual activities involving other people and other organisations (even if that only extends to Facebook or LinkedIn) and, later on, understanding your numbers (in other words reading and understanding your P&L and management and other accounts). Because then you know how much you have to spend to make money; what is your break-even point; and knowing the point when, if the numbers stack up, you are profitable.
What does coaching involve in practice?
What does it take to become and be a coach?
What does it take to become a coach?
The bar to becoming a coach is low. Why? Because the coaching profession is unregulated; there are no compulsory exams; there’s no regulator to impose sanctions if a coach is ineffective or does something wrong; there’s no obligation to have professional indemnity or other insurance; and there are grey areas between coaching, mentoring, therapy and other personal development methodologies that some coaches mix up. In fact, you can set yourself up as a coach in just a few hours. That’s why the bar to becoming a coach is low.
But the bar to becoming a good coach is high. Being a good coach is an ongoing process which, for me, so far, has taken about 4 years overall, including about 300 hours of training, 200 hours of actual coaching, at least £25,000 of personal investment, as well as verification by my trainers and accreditation by the International Coach Federation – and all of this is on top of being a practising employment lawyer. It’s that sort of commitment and investment that makes for a good coach. So, if you have any concerns about my credentials, I hope that dispels them.
But what is involved? It’s a mixture of theory, practice, courage, confidence and being trusted.
The theory part covers how people interact, how the brain functions, basic principles of neuroscience, psychotherapy, NLP and transactional analysis as well as more day-to-day theory about how to listen, how to observe body language, how to ask the right questions and how to engage with someone so as to build up trust and confidence within an important relationship.
The practical part covers how to put the theory into practice by using exercises, listening actively and having detailed conversations to develop a plan that identifies where you want to be – the future; identifies where you are now – the present; identifies how we close the gap between now and then; and gets and keeps you enthusiastic and regularly checking-in so you don’t feel on your own and can sense check things when you feel stuck or unclear about things.
When it comes to business growth coaching, there are additional methods for (i) getting the foundation blocks of your business in order – your current marketing, leads, pricing and getting reviews; (ii) then fixing your marketing and your messaging to make you an obvious choice in your chosen field; (iii) then a lot of work about “knowing your numbers” – basically what’s your revenue, what does it cost you to get that revenue, what’s the average income per customer or client generally and over their customer-life, and (iv) generally getting into the habit of doing things rhythmically so that you regularly work on your business, which in turn creates new business, which in turn ends up with you being the owner of a business, not of a job.
Putting together and the mixing up the theory and the practice, as well as relying on personal experience and expertise, is what requires courage and confidence, but which in turn generates trust and confidence in me by the person or the business owner being coached – bearing in mind that I’m not here to be your friend, nor to make you happy (though that may happen) but to make you think and grow personally, commercially and financially so you are more in charge.
What does it take to become and be a coach?
What gets you promoted? Politics or Competence? Is it different for women?
What gets you promoted? Politics or Competence? Is it different for women?
A version of the article appeared here on 31st May 2023.
Last Monday, 29th May 2023, I went to see Peter Morgan’s play, “Patriots”. In its simplest form, it’s about how the post-Soviet and post-perestroika Russian business oligarchs elbowed (or worse) their way to quasi-political money-based power within Russia, but without realising that actual-political power isn’t necessarily money-based, but lay elsewhere. The triumph of their misplaced love and misplaced perception of the power of money (over the values of a state that operates for the benefit of its people) naively allowed autocracy in through the back door. The lesson is that politics can lead to advancement and promotion, but not being alert to the moving parts in a quasi- or actual political environment can lead to your own downfall and the success of others.
In parallel, I’m reading a book called “The Politics of Promotion: How High-achieving Women Get Ahead and Stay Ahead” by Bonnie Marcus. The premise is that, when it comes to women in the workplace, promotion is often a direct result of politics (she cites the men who work only 80% as hard as women, but then spend 20% of their time talking to others about how good they are and get promoted over equally-as-good or more competent women anyway) not ability or qualifications. The lesson (again) is that politics can lead to advancement and promotion, but that not being aware of the choreography of workplace politics can lead to you being side-lined or left behind, while others get promoted beyond their own levels of competence.
The intersection of this type of politics – by which I mean an awareness of relationships within the workplace, rather than a belief system – and its effects at work then led me to speculate on two questions you might ask yourself, plus one affirmation with which you need to be comfortable, if you want to progress your career with velocity (i.e. speed, but also with direction):
These are the two questions:
- “What are the dynamics and relationships between (i.e. the politics relating to) the people I work with and for (and between them and me) and how can I work with and within those relationships (i.e. their political relationships to me) to get, and then stay, ahead?”
- “Where would I be today if I had previously been more politically aware and tuned in to the way decisions are made; and what are the future opportunities and possibilities for me if have the tools and learn how to navigate those workplace politics?”
This is the affirmation:
- Although the usual approach to “politics at work” is negative and that “politics” is a dirty word, being political doesn’t mean I have to be a sly with no integrity; if I change the label from “politics” to “observing and leveraging relationships at work” I’ll feel more comfortable and much less inhibited.
There are, of course, different stages of being politically conscious at work. You need to be aware of what those stages are, as well as where you sit on the awareness scale. Coaching can help with these stages:
- Stage 1: is when you’re a grinder and are oblivious to the politics. Essentially, you’re a gofer.
- Stage 2: is when you’re still grinding, but you have an awareness of who are the movers and shakers within your organisation. Essentially, you’re conscious (barely, but waking up).
- Stage 3: is when you’re still focused on working but may have grinders working for you and you start to build up your network and personal brand in a way that makes others aware of you and what you’ve done and are doing. Essentially, you’re working the room.
- Stage 4: is when you’re still focused on working, but people know when you’ve entered the room and are looking to you for advice and leadership (because you continue to tell people what you’ve done and are doing). Essentially, you’re working the politics.
In this context there’s a fair amount of theory about the different approaches to promotion between men and women. It’s complicated, but one theory is that girls are taught to equate success with achievement (so women expect to be noticed and rewarded at work because of competence) whereas boys are taught to equate success by winning (so men expect and demand to be rewarded at work because of shouting loudest about what they’ve done, even though it may be less good). I suspect there may be some knowing nods relating to this scenario…
Whatever may be the gender-based difference (and clearly it’s much less binary than is written here) there are tools that can be used by everyone in a way that ought not to cause even the most self-effacing person to blush by being “political”. Here are eight of them:
- Self-evaluation: you need to know your value to others. This involves thinking about the things you’ve learned and know from all aspects of your life (not just at work) and how these synergise to make you worth more at work than you think you are.
- Self-promotion: you need to work on how to communicate your value to others in a way that resonates with them (and will make them look good too because you align your values with their goals) so they will want to work with you and advocate you to others.
- Self-reviewing: remember that if you don’t have a clear idea of where you want to be (i.e. your goals, both short- and long-term) you might end up somewhere else, which could be suboptimal. So review your goals every few months to see how things are shaping up.
- Self-improvement: being ahead of the pack is always helpful. Stay updated with the latest trends and advances in your field; take advantage of training programs, workshops, conferences, or online courses to enhance your skills and knowledge; and seek out opportunities to develop both technical and soft skills relevant to the promotion you want.
- Self-knowledge: actively seek feedback from colleagues, mentors, line managers or supervisors. By doing this you understand your strengths and areas for improvement, and work on addressing any identified weaknesses or areas for improvement or different behaviour.
- Networking and alliances: you need to build relationships and form alliances with influential individuals. Being well-connected within an organisation provides access to opportunities and increases visibility simple because others know of you and what you do.
- Strategy: remember that networking isn’t just about knowing more people. It involves getting to know people who can help you in different ways – people who can (for example) advise, challenge, criticise, introduce, mentor, support, tell-it-like-it-is and spread the word about you.
- Knowledge of Process: understand the promotion process and familiarise yourself with the criteria, timelines, and requirements within your organisation. If in doubt, get clear on (and talk to someone about) what’s expected. Tailor your efforts and focus on those requirements.
All these tools are capable of being regarded as political. But all of them are equally capable of being regarded as no more than sensible strategic steps towards self-improvement that have the side-effect of promotion. Working through all of them is, however, tricky.
This is where coaching comes into play. I can work with you to get you to become so familiar with these tools that you use them automatically on your way to getting promoted. Look at my services here or book a free no-obligation Teams chat here or call me on 077 7088 3207 instead.
What is a Business Growth System?
What is a Business Growth System?
A business growth system involves developing a series of business-related habits that create a methodology. This then generates more profit, which in turn not only brings your business more money, but also gives you more time to focus on those parts of your business that interest you most, as well as more leisure time when you can dispose of that money or do other things.
There are four (or five if you think long-term) elements to a business growth system. They’re called (1) Find Your Gap;(2) Do The Basics; (3) Define Your Message; (4) Know Your Numbers; and (5) Consolidation. Each element has several sub-elements that need to be methodically address if the synergy of all five elements are to result in the overall benefits mentioned earlier. Each of them comprises a separate part of the Coaching for Businesses program offered by WynLewisCoaching.
- Find your Gap: is where we start to understand:
- you and your business;
- where you want to get to;
- where you are now;
- the difference between here and there (this is your Gap);
- what you need (financially, personally, practically and in other ways) to bridge your Gap
- a clear goal;
- a sense check of your goal (is it even possible?)
- Do The Basics: this is where we establish the basic requirements of a successful business:
- as the business owner, it’s your responsibility (nobody else’s) to get and keep more clients/customers;
- if you don’t get and keep customers, your business will fail;
- most business owners don’t understand the direct link between:
- rhythmic business growth activity; and
- the rhythmic acquisition of clients/customers as a result;
- being reactive on an “everything will work out fine” basis isn’t enough;
- haphazard “spray and pray” marketing, with no follow-up, doesn’t work;
- to become a (more) professional business person you have to:
- introduce, develop, monitor, refine and leverage systems that result in leads, prospects and clients/customers;
- know your numbers (how much does it cost you to get a client/customer? what is the lifetime value of a customer? what are your margins? what work is most profitable?)
- you have to act and think like an investor with a plan to exit your business a few years’ time.
- the basic requirements for a successful business include:
- a marketing assets audit;
- activating Google Business;
- following up clients/customers;
- re-marketing;
- price review;
- getting reviews;
- publishing content in social media and other places; and
- having arrangements that capture enquiries.
Once you have the basics, all you need to do then is monitor and refine them every so often. But getting the basics in place is often overlooked.
- Define Your Message: this is where we focus on marketing your products or services so that you:
- understand your ideal buyer;
- present your business in a way that makes it memorable and needed;
- explain what your business does;
- think like a potential client/customer – why should they care about your personal circumstances – your product is more important than you are;
- establish your business as the place to go for your product or service;
- create an offer that a potential client/customer would be silly to resist;
- assess and work out the most effective marketing;
- follow up
- don’t focus on selling – focus instead on others buying.
Marketing and messaging don’t have to be “sales-y”. All that it involves is supplying information to people who are already looking to buy something. They key point is to do this in a targeted way. Then do it again. And again. And again. That then creates a rhythm, which creates a habit, which makes marketing easier, which results in business growth.
- Know Your Numbers: this is when we identify, understand and know how to manipulate your management financial data: it’s Business Maths…. The reason it’s important is that:
- most small business live from week to week / month to month / year to year and then send their data to their accountants to get their annual accounts done. But they (i.e. your accountants) only process your data – they don’t understand how your business works;
- many small businesses are OK if there is enough money in current account to pay for overheads, remuneration, tax and some contingencies;
- and most small businesses have no idea of the numbers that would let those businesses flourish and profit, such as:
- how much money did you make in the last 12 months?
- how many clients/customers/sales did you add this year?
- how much does it cost you to get a new client/customer/sale?
- how much is your average client/customer/sale worth to you?
- what is your most profitable work (i.e. which takes you least time and effort to produce the highest profit)?
- which bit of what you do or provide creates the most profit for the least effort?
There are also 12 key numbers you need to know. These are:
- your leads;
- your lead conversion rate;
- your prospects
- your prospects conversion rate;
- your sales;
- your average order value;
- your total revenue;
- your gross margin;
- your gross profit;
- your overheads;
- your remuneration; and
- your net profit.
These numbers let you know how much money you need to spend to make more profit and how effective is that to bridge your Gap. The extent to which you know these numbers will determine whether you focus on “busy-ness” or whether you are a business person. You need to know your numbers. If you don’t know the score, you won’t know your status.
- Consolidation: this is when we accept that business growth isn’t something that can be done once and then forgotten about. Instead, it’s an ongoing process that needs to be developed and refined and, sometimes, changed entirely. It has three stages:
- Stage 1: involves putting everything in place so that you know more about your business and can manage it better. This is what the first four stages are all about:
- Stage 2: involves improving, refining and generally polishing what you now have in place, so that (part of) your business can run itself; this then leaves you free to focus on other things; and lets you build (not create) your business: optimisation.
- Stage 3: is what happens when you have stabilised and maximised. It’s when you can expand your reach, your client/customer base, your products/services:
Everything that’s mentioned above is part of a system, rather than a series of one-of activities. Each activity builds on and/or is related to other activities to build and benefit from the system. It’s having a system that result in someone owning a business, rather than owning a job.
What is a Business Growth System
"Wyn is ... a great tactician, support and coach through these often challenging processes" - 2020
2020
Martin – CEO, global energy corporation:
“Highly recommended – Wyn is not only an excellent employment lawyer, with many years of invaluable experience, but also a great tactician, support and coach through these often challenging processes. I have no hesitation in recommending Wyn’s services
Martin – CEO, global energy corporation
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Young Solicitors: are you a Peggy Sawyer?
Young Solicitors: are you a Peggy Sawyer?
A version of the article appeared here on 3rd July 2023.
Last week, 28th June 2023, I went to see the musical “42nd Street” at the Barbican. It was a midweek matinee with a lot of tap dancing. The performance was excellent, but the aircon was bitterly cold. This (and the story) caused my mind to wander and ask myself: how do persistence and success at work intersect?
Written in 1980, but set in 1933 during the Great Depression, in “42nd Street” we meet Peggy Sawyer, a talented dancer aspiring to make her mark on Broadway. Through the challenges she faces during rehearsals, Peggy shows the importance of perseverance and belief in yourself.
There are parallels between Peggy Sawyer and you – especially when you’re at the start of your career as a solicitor. I’ve been there myself (a long time ago): success as a solicitor (leaving aside technical and professional knowledge) requires persistence and confidence.
Those ingredients can, however, not only be difficult to find, but also to juggle and implement within a profession where expectations are high and the effects on other elements of your life (even with a good salary) can be challenging. For example: do your non-lawyer friends have more time and more fun, even though they earn quite a lot less than you do?
In that context:
- can you be persistent and confident on your own? Possibly.
- can you be more persistent and more confident with support? Definitely.
As a coach who focuses on coaching UK solicitors, I’ve observed how those who have persistence achieve remarkable transformations. Together, we have navigated obstacles, honed skills, and paved the way for greater achievements.
But confidence also plays a crucial role in your professional growth. In “42nd Street” Peggy grapples with self-doubt before embracing her abilities. You can do the same and then seize opportunities, overcome imposter syndrome, and make notable strides in your legal career.
As your coach, I would work with you to unlock your potential. We would identify your goals and strengths, pinpoint areas for improvement, and develop strategies aligned with those goals. Whether you’re looking for career advancement, leadership development, or a better work-life balance, my expertise is dedicated to your success. Don’t let challenges hinder your progress—embrace them as stepping stones to success. Together, we can script a compelling narrative for your career.
So take the leap and embark on a journey of self-discovery. By engaging in personalised coaching sessions, you can rise above adversity and unlock your full potential.