John Waid

Goals for coaching should be SMAR. Specific Measureable Achievable Relevant Time Bound By having 1-3 SMART goals at the start of the coaching process participants and the coach can monitor success. Soft skills, mindsets, attitudes and behaviors are essential in coaching and setting SMART goals for these is not only possible, it is required. If the mindsets, attitudes and behaviors don't change then the project did not succeed. Pay attention to also setting SMART goals for the BOCA's - Beliefs, Opinions, Convictions and Assumptions as these also influence the mindsets, attitudes and behaviors. Be SMART as a coach and coachee and see better outcomes for both.

Goals for coaching should be SMART. Specific Measureable Achievable Relevant Time Bound By having 1-3 SMART goals at the start of the coaching process participants and the coach can monitor success. Soft skills, mindsets, attitudes and behaviors are essential in coaching and setting SMART goals for these is not only possible, it is required. If the mindsets, attitudes and behaviors don't change then the project did not succeed. Pay attention to also setting SMART goals for the BOCA's - Beliefs, Opinions, Convictions and Assumptions as these also influence the mindsets, attitudes and behaviors. Be SMART as a coach and coachee and see better outcomes for both.

According to research, timing is a huge determining factor for start-ups. It's worth watching the video below for more information. The Single Biggest Reason Why Start-Ups Succeed https://www.youtube.com/watch?v=bNpx7gpSqbY

In my experience, only some companies have benchmarked supervisory skills. Those with benchmarked culture (lived, short, balanced, and unique purpose, mission values, and principles of behavior) align supervisory skills. For most companies, you have to benchmark specific leaders who have the best-lived values and behaviors for leadership, coaching, and managing. For companies with a lived aligned culture, like Chick-fil-A, Costco, Southwest Airlines, Trader Joe's, etc., you bet their supervisors and training are excellent, especially compared to most. Supervisory skills are 90% good lived values and behaviors in the soft skills areas of leadership (culture), coaching (structure/talent), and management (strategy and accountability).

In my experience, culture is driven by values. Having three balanced values, like the U.S., Roman Empire, and Southwest Airlines, is helpful to simplify executing culture. As a sample, the values below are in 3 categories for each group in the order listed below. a. operational.survival/management value b. growth/processes/coaching value c. aspirational/culture/leadership value The United States a. Life b. Liberty c. The Pursuit of Happiness The Roman Empire a. Utility b. Strength c. Beauty Southwest Airlines a. Warrior Spirit b. Servant Heart c. Fun Luving With known and lived values, you can apply these to a CSR culture by defining the needed behaviors for each.

Mentoring is about more than who does the mentoring. Feedback is not a gift. It's how you use the feedback gift (positives or points of improvement) that makes it worthwhile. We are constantly getting feedback, from our belt, a speedometer, etc. It's what we do with the feedback that matters.