Dr. Alessandra Interviews with Ted Hair

 

00:01 TONY: Ted, how are you doing and for our people who are watching and listening to this, could you introduce yourself and tell us a little bit about your background prior to getting into–(audio cut)

 

00:13 TED: Absolutely, good talking to you again Dr. Tony. My name is Ted Hair. My background is quite varied. I have experience from transportation, the non-profit, running hotels, and owning my–owning three businesses. So quite varied and quite extensive.

 

00:32 TONY: That must help you a lot in your coaching business.

 

00:36 TED: It –It does. It helps a lot of understanding–the systems that we teach and the process that we have really can speak to any business not just a particular industry.

 

00:48 TONY: Right. Now, how many years have you actually been in business coaching?

 

00:52 TED: I’ve been with ActionCOACH and business coaching for–right at three years. Right at three years. Three years this month actually.

 

00:58 TONY: Excellent! Well, happy anniversary. What actually brought you to ActionCOACH?

 

01:04 TED: I had wanted to get into something similar. I looked into speaking a while back and then someone said, wait until your kid get out of school because it’s just too much travelling. And  as I was getting older, I started working– and most of it still included travelling to some of the place. As an ActionCOACH I’ve found that I have no idea that there was this product or service where you can stay where you are and hold this level of service with local business owners on it. So it seemed like an actual fit.

 

01:36 TONY: Excellent. What do you think makes ActionCOACH so successful, particularly for you?

 

01:45 TED: It’s the systems. You know, I worked at a lot of different, competitors if you will. They’re a lot and they are like a mile wide and an inch deep. So it was good to find something that had the depth of information as well as systems to walk you through the process. So for me it was the systems.

 

02:06 TONY: Give me an idea of the 2 or 3 of the systems that you think are so effective.

 

02:11 TED: Perfect. One of them is in prospecting in getting a client. It’s called the 13 Steps, 7 Touch System and it tells you, literally, step-by-step, with scripting, how to go through the process from initial contact or prospect, all the way through the day of signing up the client. You don’t have to guess. It’s there. That would be one. Another one would be–here’s a great one. It’s for every company. It’s walking in through their mission and vision and culture. They don’t have a central theme. They don’t know where they’re going and you know, if you don’t know where you’re going how’re you going to get you there? Having the–Having the–I think it was eight pages–questionnaire–the walk a company through the mission-vision and culture so that they can identify who they are, where they’re going and how we’re gonna get there. Those are the two ideas.

 

03:03 TONY: I think that’s really good. Your job as a coach, knowing where the person is, and knowing where they’d like to be, and sometimes you have to guide them, to where they should be or could be. The difference between where they are or where they could or should be is where your coaching comes into play. Am I right?

 

03:23 TED: Oh, absolutely. And not only that, they don’t know what they don’t know. They think things are good. Chaos is just normal. That’s how every business works and it work average chaos so we must be good. And we help them understand that that should be an anomaly and not be everyday occurrence.

 

03:43 TONY: By the way, that Prospecting–13 Step Prospecting, would you email a copy of that to me? I’d love to see it.

 

03:50 TED: Oh absolutely. (It’s really intriguing.)

 

03:52 TONY: I’ve never seen it but that’s the kind of system that I think is so effective where instead of just throwing somebody out there and say, “Hey, go sell.” or “Go, coach.” They’re giving you a real step-by-step process so it limits the amount of failure out there in the market place. You go to a lot of meetings. I’ve seen you at ActionCOACH meetings before. We’ve chatted had some great ones. But you have an opportunity to constantly rub shoulders with other successful action coaches. What do you feel are the key traits that determine a really good coach?

 

04:37 TED: I think, the affordment and systems is one of them. Don’t, don’t, don’t try to be smarter than the system. Let the system do the work for you. We don’t need to reinvent the wheel. It’s there. Follow the system. We know that with the coaches are doing it now, they’ve done it before. The systems work. You don’t need to modify. You don’t need to change it. You just follow the system. So those that I’ve seen that are most successful are those that are following the system. And that truly is the key. It’s there for a reason. You follow the system, it’s proven successful, you stay on track. When you don’t, you start getting on the weeds on things and then you plant’s up. Wanna throw in the towel?

 

05:24 TONY: You’ve seen any personal traits that stand out in great coaches?

 

05:28 TED: It’s just that whatever-it-takes mentality. Coaching is–for me–it’s fairly easy–that talking with the clients, digging the information, asking the right questions, getting to the right kind of conclusions, but for many, it’s that point of not going long enough til you get there. Just, just giving up too early. Whether giving up too early on a client, giving up too early on the business, and giving up too early on the results with clients. It’s gotta be that whatever-it-takes mentality.

 

06:02 TONY: Ok, now–(phone rings)

06:07 TONY: With your very background, sorry about that phone. With your background, did you particularly focus on the certain types of clients?

 

06:15 TED: I don’t. Ahm, it’s kind of interesting. My most extensive background was in hotels. I was the General Manager for some very large, very sophisticated (a little inaudible) hotels and I thought, that might be one of the things that I might migrate towards, however i haven’t ever had a hotelier yet as a client. And I think that’s good. So I will help them coach, instead of trying to run their business. But for me, because the dynamics are the same in any business that there are no particular type of clients–I just want fun clients.

 

06:50 TONY: Now what does that mean? Fun clients.

 

06:53 TED: Ah, there are people out there who –if they’re just too serious. The team gets it–it’s quite a bit the working environment–they’re under a lot of pressure, a lot of stress but there are those who can’t, who can understand the critical nature of them being able to help him, and then being able to teach their teams to have fun while they’re working, makes everything more fun.

 

07:24 TONY: Hmm, now, give me an example of how somebody would teach their team to have more fun in terms of what they’re doing.

 

07:35 TED: That is a great question. It’s funny because for some, it’s just spontaneous. It just happen. I give an example for (audio breaking a bit) for 12 days (audio garbled) 07:55 We pulled the book cases out. It was nothing but a cubicle. And that was fun for the team. The team loved it.

 

08:03 TONY: Ted, we had a little internet glitch. Go back to the beginning of your example. The hotel example. (audio still bad)

 

08:13 TED: Well, we run out of — and our Executive Chef was off that day, so the day before April first so March 31st. So we went in and we emptied his office of everything in it. The desk, the phones, the pictures on the wall and then we wind his windows with butcher paper. So he came in it and there’s nothing in there. And it was a blast.But I didn’t do it. Our team did it. And they just thought it’s the greatest thing in the world. It’s just–those types of things just sometimes spontaneously, sometimes to just be a little silly.

 

08:48 TONY: Right. Ah–when you start up with a new client what are some of the strategies or steps that you follow, literally, you have a system, you follow the system. What is that system in a start up client?

 

09:04 TED: Ah the systems, again, these first 6 coaching lessons are fairly scripted. In just, follow that scripting of those first six ones. The very first one is you’re going through a powerpoint presentation with them, to basically say this is what it’s going to look like. This is how we’re gonna coach. This is what you expect from me. This is what I expect from you. It has a slide in there called probation (protobation). And I love that slide because they’re all gonna go through this stressful period of coaching, where they’re gonna be torn between things I have to do and things that you don’t have to do and that probation, that slide is very helpful conditioning–hey we’re gonna go through this. This is gonna happen. I’m only showing it to you now so when it does, you will realize what’s going on. And I’ll get a commitment from them. So when this happens, what are you gonna do? I’m gonna push through it. Perfect. So when it happens, invariably it happens with every client, they’ll say, oh, yeah, ok, you told me about it. Instead of throwing him for a loop.

 

10:06 TONY: So that’s the first step. What would be the next step? So there’s six scripted meetings that you have, right?

 

10:15 TED: Well, they’re not scripted beginning to end, it just said we’re covering this topic, this topic, this topic, this topic. Keep in mind, the coaching session itself is scripted. You got a sheet that says first five minutes you do this, the next ten minutes you do this. The next thirteen minutes you do this. So like I said, the system is so robust that unless you decided you’re gonna be smarter than the system, it’s kinda hard to screw up.

 

10:43 TONY: And in the system, with all of your clients, you’ve found that the system does in fact work.

 

10:47 TED: Absolutely. Yeah, absolutely.

 

10:51 TONY: Do you do many stand up training?

 

10:52 TED: I’m not sure what you meant by stand up training.

 

10:55 TONY: Well where you’re in front of a group of people presenting — that’s what I mean. Stand up as supposed to you know just a round table.

 

11:05 TED: Got you. Yes sir. I do it for clients, I’d done it for chamber groups. I’ve done it for various groups, training. I’d done it for clients’ staff. So yes sir, we do the stand up training for clients. A lot of time it’s sales, focus and we have on–I have one or two clients where we’ve done extensive business training — we’ve gone through the DISC for sales (audio inaudible) and help them understand how to deal with each one of the behavioural types from a selling standpoint to get the greatest number of sales.

 

11:45 TONY: Well you mentioned that you have done things for chambers. Are those really prospecting presentations?

 

11:54 TED: Ahm–yes, they are. However my attack is, been–what can I do to help the chamber? Sometimes I’m filling holes that aren’t necessarily natural leaders, into what I do. I’ll give you an example. Two years ago, they wanted–they thought that their holiday parties were great opportunities for networking but seldom did it happen. So they asked me if I would do something on networking. So I did a–I call it Wisdom on Wednesdays. I did a Wisdom on Wednesdays just on networking. They call it Networking for Knuckleheads. And they loved it. Was it geared towards getting me clients? No. But anytime I can have the exposure, the chamber and they bring business people in. Something good’s gonna come out of it.

 

12:51 TONY: Right. Now–you mentioned that you–you talk about DISC. I know you use the ActionCOACH online assessment system. How do you use assessments with your clients?

 

13:05 TED: Oh, excellent question. Every one of my clients coming on has to take a DISC. A DISC for Self. And then, I show them–I used to do it later on on the coaching, I really start diving in with it. I come out of the gate–uh–sticking in through obsession.. My last client, I just started it yesterday for a very first session because there was some personnel dynamics they wanted to address. So this was a fantastic time to do it. So, what I do is show them, sometimes, how–the things that they are telling me are illustrated in their behavioural patterns that DISC shows. So, yesterday was high S-C. And she didn’t understand why she just hired all these people that were just ah–what do they call ah–the most aaah– She gave me the most scalawag group of successful people they’ve ever met. Or something like that. And when we went over the traits of the high-’S’. How, you know, –let’s hold hands and Kumbaya — and the person wants to–you know can’t we all just get along. That’s how— trait is manifesting itself. Her eyes were like, Oh! Ok, so it’s not something wrong with me. And then we use a–ahm, when there’s more of a team ah–the DISC matrix? Communication matrix? (Yep.) And I will create an actual matrix and have all of their names across the left and then it says, how don’t you talk to them, how do you talk to them and I will go over that in the training session with a larger group and help them understand how to communicate better with each other and why the other might be responding the way they are and it’s outside of their character or behaviour trait.

 

14:54 TONY: You know, just to clarify for our viewers, the DISC model, which is D-I-S-C stands for 4 behavioural patterns. The D is dominance. The I is influence. The S is steadiness. And C is conscientiousness. So it’s a–it’s a great model to do ah–to do team building ah communication skills. You use it in terms of how to adjust your selling style, to fit–(audio changed) style. So great for leaders in terms of how to deal with employees and get the most productivity out of them. So, other than DISC, do you use other, any other types of assessments?

 

15:37 TED: I do. Ahm, I use the DISC and Motivators. I use the executive ahm, Executive Summary which has a DISC, Motivators and the Hartman value profile, sort of all combined together. I use — positive and — she does saboteurs assessment and he does the positive intelligence thinking assessment. Those are both free as well. Those are ones that I use, they’re very ubiquitous in my practice. Ah, because it’s really helpful for them, to number one, understand the team dynamic. And number two, understanding why those voices, if you understand what I’m saying are there, telling him they don’t deserve anything better, they’ll never get any better than, you know, little guy that they just knocked out of their shoulder.

 

16:32 TONY: I get but for our viewers, we defined DISC, the Motivators basically measure the ‘why the people do what they do’. The Hartman Profile is the quality of somebody’s judgment or decision making. And when you put them all together, there’s that what you get, the Executive Summary. Do you use of Executive Summary for coaching or you use it for employee selection?

 

16:59 TED: Use it for employee for selection for the clients. When they are hiring for a higher level employee–I didn’t mean to disrespect anyone but if it’s a management type position, or a leadership type position, we — to take the Executive Summary for the biggest–the critical thinking component that it gives you. A lot of this leadership–responsibilities involved a large component of critical thinking to be able to see what else is out there, what else can I do. Is this is the only solution and being able to critically and move down that path is important. So, that–that’s where we use it a lot with our clients.

 

17:45 TONY: Perfect. Well listen, I’m almost out of time. I’d like to ask you–either for yourself or for your colleagues, fellow coaches at ActionCOACH, what would you say, would be the biggest reason a client stops doing business with a coach?

 

18:06 TED: I truly think it’s only one. And I think, they stop seeing the value. There’s no value. Long as there’s value. As long as they’re seeing the value–and it could be dollar exchange. It could be the dollar exchange. I mean, I was spending on the value of getting in return, but it’s a loss or destruction of value in their perspective.

 

18:29 TONY: Well you know, that–that’s a significant point. You know, it’s pretty well known in sales and in business but if a person sees the price as more than the value that they are getting, they’re not gonna do anything. If they see the value more than the price, the odds are that they’re gonna buy or stay with somebody. So how would a coach make sure that they keep that value very clearly, in the eyes and mind of their clients?

 

19:03 TED: Ah, something I’ve learned from Doug Winnie, he taught me about what’s called the Green Sheet. And this has a — dollar value, the strategies that we implemented, that are impacting their business. So we can see that dollar value and rather, it’s a–being able to realign their advertising budget where they’re actually getting more leads than the last money because we’re focusing on the better ones and getting rid of the lesser ones. And it could be any number of strategies. Those that get recorded on the green sheet and it’s literal green sheet of paper, that we had with the clients–that they will write the strategy down and the dollar amount so that we reinforce their money — dollars associated with the value that they’re getting. Another way is, and I do this often, I would like to say every time but I don’t. But I do this often with my clients, to be — when we’re done, I ask them to tell me how much value–did you get a lot of value out of it today? A little value? What value did you see out of it today in session? And I use that to sort of gauge where they are. Especially when you’re talking about things that aren’t directly dealing with the dollars.

 

20:20 TONY: Excellent. Listen, Ted, you gave us a lot of good ideas, I have to tell you that I’m doing probably somewhere between 35 and 40 of these interviews and I thought I knew a lot about coaching and ActionCOACH, and you know,what works and what doesn’t work. But I’m finding out how ignorant I really am and picking up some good points just like, you know that 13 phase prospecting. I love the concept there. So, I wanna thank you for the time that you have given us and I look forward to seeing you in upcoming ActionCOACH meeting.

 

20:56 TED: Ah, Dr. Tony, the pleasure’s all mine. It’s always fantastic talking to you. Thank you for all of the tools that you have provided for us. I look forward to seeing you as well.

 

21:04 TONY: Thank you.

21:05 TED: Have a great day.

21:07 TONY: You too.

 

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ActionCOACH, the world’s largest business coaching firm, was established and founded in Brisbane, Australia by Brad Sugars in 1993 when the concept of business coaching was still in its infancy. Since franchising the company in 1997, ActionCOACH has grown to more than 1000 business coaching franchises operating in 73 countries. ActionCOACH specializes in coaching small to medium sized businesses as well as executive teams and group coaching. ActionCOACH maintains its growth and strategic alliances by continual development of cutting-edge innovative technology, proven business processes and systems to add value, satisfaction and additional income streams for its franchisees.