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June 2006

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Superstar Coaching & Consulting Success Secrets: Secret # 3

superstar coaches and consultants is that they practice education-based

The third secret of superstar coaches and consultants is that they practice education-based
marketing. Now, education-based marketing is a process used to attract and land highly qualified clients by giving them what they want, which is information and advice, and removing what they don’t want, which is a sales pitch. You see, education-based marketers give valuable, free information that positions their expertise in the marketplace. Their message isn’t me-focused. Now that’s a selling-based message,
and selling-based marketing is old hat. The problem with selling-based marketing is prospects go out of their way to avoid you and to avoid your sales message. In fact, people are repulsed by sales pressure and sales tactics. Prospects don’t trust you because most sales people will do anything to make money. And prospects get defensive when you give them a selling-based message because they think you’re going to try to sell them something that they, perhaps, think they don’t need or want. Also, the problem with selling-based marketing is that you feel scared. You get timid and even somewhat embarrassed because you have overtly boasted about your coaching and consulting services. To be honest with you, I see this happening all the time at those meetings where people are networking where people enter into the conversation and they start to try and talk about themselves. They try and deliver a sales-based message and people are repulsed by that. They don’t want to hear that.
On the other hand, with education-based marketing, the method of marketing that I teach in my marketing boot camp, your message is built around the sharing of valuable information. Your educational message actually replaces your selling message. You see, the key with education-based marketing is that you look for opportunities to give away valuable information–information that would benefit the person that is listening to it or reading it. That positions you as the logical and only coaching or consulting choice for your prospect.
Here are some of the benefits of education-based marketing. Number one, you give prospects what they really want, which is information and advice, and remove what they don’t want, which is a sales pitch.
Number two, you maintain your dignity because you never make any effort to sell. Number three, you establish yourself as a credible authority because prospects see you as a reliable source of information and advice. And number four, you don’t have to seek out new prospects. They come to you. Number five, you reach prospects early, during the first stage of the decision-making process, often before they call any of your competitors. Next, you identify lukewarm prospects who may be afraid to call you, but they aren’t afraid to request your information. And you can track your marketing, because you know precisely how many prospects respond to your marketing efforts and how many go on to become clients. You also
increase your referrals from prospects because they feel loyal to you due to your efforts to help them, even if they don’t hire you. You also gain a competitive advantage, because few, if any, of your competitors are using education-based marketing in their marketing efforts. Education-based marketing allows you to multiply your marketing efforts by presenting your best and your most powerful marketing messages, even when you’re not present. And that’s the beauty of it.
Again, the third secret of superstar coaches and consultants is they practice education-based
marketing.

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Employee Termination and Workplace Violence


Big problem! I’m a supervisor in a small steel fabrication company. I’ve been in this job for a little less than a year and came to this company straight out of college. For several months, one employee continued to give me problems. He came to work late at least one day every week, made no effort to meet daily quotas, and even though we gave him suggestions for improvement in the last performance evaluation, had done nothing to improve. I had given him both verbal and written warnings complete with guidance and counseling. I suggested to my boss that we let him go. He said to go ahead with termination.

Here’s where things went terribly wrong. I stopped this fellow on the floor and informed him that I had to let him go. I explained all of the reasoning and reviewed all of the disciplinary steps leading to this termination. I did not raise my voice or criticize him. I simply explained all of the reasons and then told him that he could finish out the day and we would have his paycheck at the end of the day.

He was visibly upset. The next thing I new, he was screaming in my face and threatening violence. I tried to calm him down and even let him know that I felt badly for having to fire him. I’ve never had to terminate anyone before. I hate having to do so but there really wasn’t any choice.

He began throwing tools and equipment. One worker tried to calm him down but in doing so, got punched in the face! This had gone from bad to much worse. We don’t have security. As I said it is a fairly small shop, less than 20 hourly employees. At this point the other employees steered away from him. My boss happened to see this and called the police. He then came out to the floor and told this individual that the police were on the way. The man turned his anger to my boss. He hit him twice then came toward me. He said “we aren’t done yet! I’m coming for you [name omitted]”. He then left the building. We were all shaken but I figured the police would find him, take him in, and that eventually he would calm down. It gets worse though. We filed a report for the police but somehow the man had avoided the police all day.

When I came home, he was in my driveway. I did call the police again from my cell but this didn’t help much. He came to the car and I cracked my window to tell him they were on the way. Stupid me had put the car in park and when I did this the door locks disengaged. He pulled me out of the car and gave me the beating of my life!

He has done jail time for this and we’ve done all we can to avoid getting tons of publicity about this. The owner thought it would reflect badly on the business. But, how can things like this be avoided? Security wouldn’t have helped much because they can’t exactly follow me home from work! What should I do differently if I find myself in a position of having to fire someone again?

Submission June, 2006: Posted with consent


Tactful termination and training

Thank you for submitting the question. Wow! That’s what I call a tough day at the office! But your story is not a rarity. These things happen more often than many think; maybe not to this extreme, but it does happen unfortunately.

One thing that I have always found interesting is that college students studying management and leadership are not provided a course on “terminating employees”. It is not something that universities would like to be associated with. Therefore, many college graduates are not educated on what to do when leadership fails, and it is a leadership failing when we lose an employee. But that is for another article.

I am glad to hear that you did practice progressive discipline (critical in any organization) and that you provide opportunities for him to correct the behavior. So, it does sound like termination was justified.

But how do we fire someone when it is the only remaining option? I’d like to point out a few things that should have been done differently. Never discipline or fire an employee publicly. Find a private office. This alone will reduce the chances of such a bad scene. Being humiliated publicly might have been the reason for the violence. If not the reason, absolutely a contributing factor.

Through experience and also the advice of a professor while I was studying leadership in college I have learned to use the “bad guy - good guy” approach. Sit the person down in the private office. Offer them a soda or a cup of coffee. Then proceed to give them the bad news tactfully and with a bit of sympathy; not too sympathetic however because they need to know that the decision is firm. Without hesitation, tell the person that even though they were not a good fit in this company that you don’t want them to be without means for providing for themselves and their family if applicable. Offer to make a few calls to help them find work. After all, simply because they have not worked out in your organization does not necessarily mean the person is a “bad person” or unworthy of a job. Offer to help them find a new job.

Also, if at all possible, employees should be given reasonable severance. Many people live week to week. No one, regardless of performance in your organization deserves to go without money for the bare necessities. If the person is nearing retirement age, consider an early retirement package.

As part of your offer to help them find work, ask them to come back in a couple of days to discuss possible job openings in the area. Make a few calls for them if they are willing to accept your help.

Allowing them to finish the day is not always a good idea. Even if you have played the bad guy - good guy routine and the person appears calm, once the termination really starts to sink in, trouble may ensue.

Termination is not a pleasant experience for anyone, especially the individual being fired. But there are ways to reduce the chances of violence. I would also suggest training for all personnel that are responsible for delivering the bad news to employees. For example, if supervisors, such as yourself, had gone through formal training that consisted of numerous role-playing exercises this event may not have occurred. If you wish, we can discuss the possibility of training with your management staff. We actually include this as part of our leadership development training program. Given recent events, your management personnel might be interested in this type of training. If so, have them contact us.

If they are not interested in training at this point, I do recommend that you give some serious thought to the bad guy - good guy approach. It can be very helpful

Thanks for submitting the question. I feel it is a very important issue that can even save lives, as people are occasionally shot in the workplace by disgruntled employees following a badly handled termination.
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Superstar Coaching & Consulting Success Secrets: Secret # 2

The second secret of superstar coaches and consultants is that they are positioners and not prospectors. Now, what is a positioner? A positioner is a coach or consultant that builds their reputation such that prospects come to them, while prospectors go chasing clients. You see, positioners, they command respect, while prospectors are seen as beggars. Positioners pick and choose their clients, while prospectors take anything they can get. And positioners enjoy a lucrative income and the freedom to do what they want, while prospectors are always hustling to put food on their plate.

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Superstar Coaching & Consulting Success Secrets: Secret # 1

The first secret is that superstar coaches and consultants understand that their primary business objective is the marketing of their coaching and consulting services, not the delivering of their service. See, most coaches and consultants have it absolutely backwards. They believe that they need tobe the very best coach, or be the most technically adept consultant in order to be successful, and that’s not true at all.

In fact, some of the most successful coaches and consultants are only mediocre in their technical abilities, but they’re extremely good marketers. And, if you are a very good marketer, then you can bring in clients. And without clients, you won’t have a coaching and consulting practice.

You see, a lot of coaches and consultants believe that if they build it, client will come. The problem with that theory is that if other people don’t know that they’re the best at what they do, you’ll never get anybody knocking on your door.

And another point to remember is that good marketing covers many sins. If you’re a great marketer and you have the ability to bring in clients, even if you’re a mediocre consultant or coach, you can still have a very successful practice.

Take Microsoft, for instance, when they first came out with their software. It was somewhat buggy, and it wasn’t a great product. Well, because of their marketing, they were able to overcome those operational errors and be the market leader today.

Now, I’m not telling you to be a mediocre coach or consultant. What I’m telling you is that the marketing of your services is more important than how good you are. You know, I always tell a lot of my small business clients that they need to work on their business and not necessarily in their business.

When you work on your business, you work at things like getting new clients, developing and establishing processes and procedures and systems that allow your marketing and operations to somewhat run on autopilot. When you work in your business, you get mired down into the details of the day putting out fires, and you never have the opportunity to do those types of activities that really grow your business.

And if you’ve worked in the corporate consulting world, and I, myself, worked in one of the big consulting firms, all the partners really were business developers. A lot of the partners’ responsibilities centered around business development and not actually taking part in any of the projects that they sold.

To a certain extent, that’s the same strategy that we need to take in our own coaches and consultants business, and that is to be business developers.

Which reminds us of the very first secret of superstar coaches and consultants, and that is that they understand that the primary business objective is the marketing of their coaches and consulting services, not necessarily the delivering of their services.

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