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How did you get started?

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Yeah, that's a great question.

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I think over my life I learned that the best way to get started is to follow the steps of others.

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So read the books, watch the videos, talk to other people, get some certifications.

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And through that I was able to get some of my first clients.

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Okay. And then when you got started, how long did it take you to actually get up and running?

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Especially with the tech part, I'm sure you had to do a lot of the work on your own.

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I think the technology part was the easiest because of my background.

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The business part was a little bit longer to kind of work on because it required building a bigger network

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and also changing my branding and market awareness of what kind of things I do now.

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Because in my network originally I was perceived more of a technology expert,

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and coming out and saying that I now coach others from a business perspective was a change.

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So introducing new dialogues, introducing new titles, introducing new messaging and narrative

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was the important thing that I had to support.

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So is it just you or do you have a team of individuals?

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Well, I think we all have teams of individuals available at the clicks notice from a consulting perspective,

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but for full-time it's just me.

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Yeah, yeah. And when you need that consulting, it is just a click away.

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Is it someone that you work with very often, or is it someone you might have to have help assist you

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in another area with a different niche that you're not very well versed in?

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Right. So I think for, let me just fix the slide a little bit, it's developing relationships.

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So in a sense that for some tasks that hasn't been done before, I will always look for somebody who is recommended

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or will explore a relationship with multiple consultants.

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But I think for the tasks which I had before, it's much easier to go to a proven contact

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with you've done business with and you already know what kind of results to expect.

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Yes, yes. It makes all the sense in the world.

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And as I'm doing some of the numbers and adding in my head, you've had the business for two years,

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which meant you were in the corporate world as an employee or the...

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So I had startup careers for the past 10 years.

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So before I joined this, well, before startups were...

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I look at my current business as more of a practice, like a coaching practice, not necessarily startup,

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because startup requires a product, a team, like you have a growth trajectory of investors.

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And since I'm running this individually, and a lot of time, I just do one-on-one consultations

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or coaching sessions, I consider more of a practice.

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My prior businesses where I was a co-founder, those were more of a startup nature,

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where it was two, three people at the beginning who had a product, and we took it to the market,

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and then all the other details came along.

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Makes all the sense in the world. Now I get it.

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And it's interesting because you have this love for things and you did have a startup business,

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and now you've gone into coaching. What held you back for so long?

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I see. That's a good question. I think it's the realization of where the most impact lies

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with the overlap of my skills. I thought before that it was important to be part of the company

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to feel the outcome of my efforts better, and I did that through my startup experience.

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But then the bigger question, why, popped, like, why am I part of this startup?

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So I started working on that, what made me kind of switch to the aerospace,

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and then I started thinking about the scope and breadth and the depth that I can offer,

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and I just had to shift to a different level.

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Yeah, yeah, yeah. And coaching is such a different type of business, I guess you could say,

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because it's definitely just leading and guiding and making sure that whatever their end goal is,

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is that you're helping with that. How long is your coaching for?

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So typically it's between three to six months sessions.

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We meet either bi-weekly or weekly, depending on the level of chaos in your mind or in your organization.

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OK, OK. So on your side, I see book a call. So if I booked a call right now,

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take me through what a call would be like.

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Cool. And I hope you'll click after this session. I'm looking forward to chatting with you.

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It will be initially a discovery session. I would like to understand where you're coming from,

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what the nature of the issue is. But the most important thing is the context.

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This is where coaching is a little bit different from consulting.

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Consultants usually ask for the individuals to describe the problem in detail,

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and then they go to work on solving that problem.

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In coaching, we're co-thinking the problems together, and we're trying to figure out

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whether that's a real problem or not a real problem, where it's coming from,

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how does the context influence our problem definition,

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and do we need actually any external help to figure it out, how to solve it,

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once we identify those problems.

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But during the first session, it's going to be a lot of context sharing,

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nature of the issue sharing, background sharing.

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So this way we can identify what are the actual issues that we're working on.

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OK, OK. And then once that's found and we decide,

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hey, you know what, this sounds like a good fit for one another,

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we go further in depth of what our needs are and how we'll move forward.

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Yeah. So typically that gets converted into a relationship over three to six months.

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And I like to introduce those timely differentials because our relationship is unknown.

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Even though we had one discovery session, we may not be good fit after two, three sessions.

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So in a sense, like I'm introducing conversations which allow our relationship to either blossom

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or transfer into something else.

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So I might refer to another coach would be more appropriate for the situation.

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Once we know what we're working on, then we start setting up goals

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of what we're trying to accomplish at the end of the three or six months relationship.

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And we're trying with each session to get closer to those outcomes.

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Yeah. I mean, that's and that makes all the sense in the world.

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The outcome is definitely I guess that's what determines how long you'll spend time

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with that individual and developing more of a relationship just to see

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if it would be the three months or the six months. Right.

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That's right. That's right. And as we're progressing, some individuals come for just one or two sessions and that's fine.

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I feel like I've done my work well. I don't get paid for the rest of it, but that's what it is.

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I'm here to be the most effective partner that you can have with those conversations.

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But sometimes it's hard to rule in the chaos of just after just a few sessions

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and we continue working as new issues come up. Yes. Yes.

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What are some of the biggest challenges you see leaders face that you hope?

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I think the biggest challenge and this might sound like is cliche, but it's communication.

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And I know communication is such a multidimensional work, but I feel like there's so many different layers

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and any of those layers could be could be in the need of adjustment.

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It's like, how do I think when I think what kind of work comes out, how does that work travel?

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Does it land with the same clarity with the other person, which thought does it get connected?

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So there's like multiple different layers.

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And if you're doing it one on one, what other gestures with buddy posture are you assuming?

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What tone are you using in the end? You're trying to answer the question.

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Did what I say land in the same way as I thought about it?

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And what makes it more difficult is that each single interface between two different people is radically different.

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We have to adjust so many different parameters in our heads to adjust to each person's unique factors.

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And then it makes it even more challenging when you're trying to talk to multiple people at the same time

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and you're trying to take their inputs and adjust them.

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And we all have experience talking to people. We have experience talking to multiple people.

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But I find that many leaders, especially when they just joining the leadership opportunity,

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have not given a lot of thought of how to approach that communication in such with such a minutiae in mind.

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Yes, yes. And communication is key to everything, every business leader, employee.

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And I mean, you that's a great point. If there isn't we have effective communication and in my own words, block communication.

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I guess I'm going to go anywhere. We're just, you know, we're just talking to be talking and effective communication.

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It is listening to be heard and not to respond only. You know, so I get that.

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And I can understand the communication and in the introduction, could that be a mix up or somewhere down the line of how you help them

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if they're not communicating effectively enough in order to get to that outcome sooner than later?

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Yeah. So in coaching, it's a good question. And I have to highlight that in coaching, a lot of progress is driven by the client.

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The client has to arrive to the point where they have to say, like, I would like to work on communication.

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And it is that while coaches responsibility may be there to lead them to make that the conclusion,

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but the coach is not in a position to say, hey, listen, your communication kind of sucks. Let's work on it.

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That's not coaching. That's something else. Maybe it is a type of coaching that some people think coaching.

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The best type of coaching works when it comes from your context, from your own initiative,

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when you identify something that you want to work with, because it gives you autonomy to start working on that yourself.

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Start working on also defining autonomy of how finding other things that you would like to work on and also gain that ownership of your transformation.

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If I say that you need to work in communication, I own that responsibility.

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And the client feels like, well, you know, a lot of me are taught me that you need to do communication.

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He tried it and doesn't work. You know what? It's not important. Yeah.

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And it becomes more of a product that you kind of consume. And it's not effective from that perspective. Yeah. Yeah.

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So are there clients that you've just realized based off of the communication and where, because as a coach, I believe that I've done coaching before.

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We have a thought process, right. And I think there's at some point in time when the communication is lacking,

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there's a point where we're like, OK, I can't help this individual. This one is us again.

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You know, it's not going to be a good match for us. So that's something you experience.

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And if you do, is that like a referral to another coach or how do you handle that? Yeah.

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Sometimes that absolutely happens. And I think in the end, it has to be a through the means of asking the question.

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Hey, how does this work in for you? Are you reaching the outcomes that you want to?

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Do you think this is appropriate? And sometimes the client says, yes, absolutely. Yes.

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Even though you're not a good fit, I really like this aspect, this aspect, this aspect, this aspect, which allows you to restructure the relationship,

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the focus on just those capabilities and competencies.

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And sometimes, like they can say, like, hey, I'm not finding that you have a lot of experience with this and this and this.

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And you might say, well, we might disagree on this, but I appreciate your candid feedback.

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And it wouldn't be OK if I refer to somebody else who I think actually maybe has a slightly different approach there.

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Thank you for being here today. I'm really happy that you tuned in to Vision Pros Live.

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I'm looking forward to seeing your reactions as these episodes continue to move forward.

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This is going to get more and more fun. More and more engagement as well.

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I invite people to participate in the show. And thank you for giving us your time and attention.

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Have an excellent time building out your vision and becoming a Vision Pro yourself.

