Joy Broto Nath A Optimistic,Resilient,Mindful, & Skilful HR

Meticulous and efficient HR Executive with approx 1 year of experience in hiring and training procedures for new employees, Coordinate and direct work activities for managers and employees and promote a positive and open work environment both on national and international scales. Facebook: Linkedin:

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Leading salons such as Lakme, BBlunt, Enrich and Bodycraft are planning a seismic shift in day-to-day operations to inculcate safety measures, as they seek to woo back the fear-enveloped customer amid the coronavirus outbreak. The five-billion-dollar salon industry, which has been under lockdown for eight weeks, anticipates sales to recover only by fourth quarter. “Post Covid-19, salons will be expected to maintain a high level of hygiene as it is a high-touch industry,” said Sunil Kataria, the chief executive of Godrej Consumer Products (GCPL) which has a 30% stake in salon chain BBlunt. GCPL has always advised its partner salons to use one-time-use personal protective equipment (PPE) and disinfect high-touchpoint zones every three hours.
Top salon chains will ban entry of customer companions, children below 12 years of age and on-premise consumption of food and beverages, said the Beauty & Wellness Sector Skill Council (B&WSSC) that functions under the aegis of the Ministry of Skill Development and Entrepreneurship. It counts Lakme, Enrich, VLCC, YLG and Naturals among its members. The industry estimates the number of salons in India at 65 lakhs, of which only 30% are registered. Like liquor retailers, salons may see serpentine queues once they reopen. Nonetheless, most organised players expressed no ambition to pursue at-home service model offered by the likes of Urban Clap. The new safety protocol will, however, increase their operating cost, resulting in a price hike and straining the customer wallet amid salary cuts and layoffs.

As Sunil Kataria says these are Post-Covid salons. Keeping this fact in mind there are 5 things that will guide you in marketing salon:
1. Brand Consistency: It is near impossible for salons to succeed from walk-in business alone. Potential clients need to know where you are, and why they should come to you. Building a reputable and recognisable brand is key to developing successful marketing strategies for your salon.
It is no longer optional to have a website for your salon, and moreover, an online presence. Keep this in mind while you read on a powerful salon brand online works the same as offline. You need a straightforward, continuous look, message, and feel. Upon seeing any of your marketing material, everyone should know what you do, and what you stand for. A potential client browsing your salon website, clicking through to your social media, and even walking through your doors, should find that it looks and feels the same. Everything you use to communicate to your clients should have the same vibe: emails, social media posts, SMS messages, salon signage, and even the way you talk on the phone. This is key to developing a memorable brand, and one that clients enjoy interacting with. Salons are all about image and when they are seeking out your services, so are your clients. Use this customer avatar guide to find out what your perfect client looks like and build an image that will appeal to that customer. You want clients you really click with, who appreciate your services, are happy to spend money and who will spread the good word to friends.
2. Website: A website effectively allows you to be open 24/7 for both new and existing clients. A successful website will inspire visitors to book an appointment. No matter the size of your salon or the services you offer, what you are providing to clients is an experience. Your services may be the same as the ones available down the road, but the experience is unique. This is what you are selling, and this is what you are promoting on your website. A salon website must feature high-quality images of both your location (inside and out) and your services. Remember to appeal to your target market: display a more creative style for younger demographics, and the opportunity to relax and relieve stress for older professionals. When your customers are looking at your website late at night on their smartphone, they have no tolerance for a display that requires pinch and zoom just to read what services you offer. Once someone leaves your website without making a purchase decision, there’s little chance of them coming back. Good website development ensures your website suits whatever device your customer is viewing it on. Acronyms can be intimidating, but SEO is not as complicated as it sounds. It simply means making your website as user-friendly as possible. That means making sure the content on your website matches what people may be typing into Google, and ensuring your website loads quickly and is easy to use.
3. Social Media: Whether we like it or not, people are glued to their phones and there are screens everywhere. If you do not rep your business in social media, you are not only missing the conversation people are already having about your business, you’re missing the chance to win new clients. Think of social media as a shop front for your business. It gives you the opportunity to put your business forward in the best light possible, and it shows potential clients an enticing snapshot of what you have to offer. Too often however, salons create brilliantly professional profiles, and then ruin them by posting trashy new headlines, gossip, and poor imagery. You should keep things light-hearted on social media, but it is important to approach it in a business-like manner. Starting a social account and leaving it to grow cobwebs does not do your brand any good. If you do not care enough to post frequently, why should anyone care to follow you? Social media is fast-paced, and the content is only relevant from one day to the next. Does this sound like too much effort? The good news is that if you are organised (by using a social media post planner), posting frequently doesn’t have to take a lot of time and energy.
4. Customer Marketing: It’s easy to get caught up in marketing to new clients, but often you’ll take your existing clients for granted. Big mistake! Who better to convince to purchase your services than those who have already been convinced before? A huge part of running a successful salon is repeat business. Online booking systems allow you to capture clients contact information, so here is how to put it to good use. Email marketing is not dead! Keeping in contact with clients through email newsletters is a great opportunity to share those bits of your business, that they might miss out on simply because they are not in your business every day. They will love being kept in the loop and you will benefit from the trust you build. You can have the best services and products, but if you are not communicating this value to potential customers, your hard work will have little reward. SMS marketing allows you to have two-way conversations with your customers through a device that they have on them all the time. Everyone loves getting a good deal. A loyalty system is one great way to keep clients coming back. Use the email/SMS marketing strategies to send existing clients special offers and you will be guaranteed an influx of regulars.
5. Word of Mouth: Businesses thrive on referrals and word of mouth, especially smaller businesses who have clients that are likely to know others in need of their services. It is imperative that you give your clients an incredible experience so that you hardly need to ask them to refer people, they’ll want to. Co-marketing is a partnership between at least two businesses or brands with the objective to share one another’s resources, and customer base. Hotels near your salon might be keen to refer your services if their guests ask about good salons or spas nearby. The hotel does it’s job by helping their guests find what they need, and you can benefit from a new client. Successful co-marketing campaigns generate “win-win-win” situations that offer value not only to the partnering businesses, but also to your clients. It is not unusual for people to go to a salon or spa together. That is the idea behind the popular ‘bring a friend’ promotion where a client gets a certain percentage off their service if they bring a friend. You can also run a referral promotion where a client gets, say 10% off for every friend who comes to the salon and mentions the client’s name. Word of mouth does not always mean offline. Good online reviews are a must for any business advertising online. 97% of customers read online reviews when researching a business. If they cannot find reviews of you, you might be knocking your salon out of the running. Opening yourself and your business up for online reviews might sound nerve-wracking. Giving people a forum to express themselves means that everyone gets to have a say. No business can please every single customer; so yes, you will end up seeing some negative reviews along with the positive. But even negative reviews come with a silver lining – a chance to handle them in a way that reflects well on your business and customer service. No need to shy away from any potential ‘bad’ press. Do not be afraid to ask your customers to leave reviews. It is probably not the best idea to ask when they are in the store, but it’s a perfect way to utilise follow-up messages.
Besides if you do have any questions give me a call:

Social media and Business Intelligence are now inseparable. Even the most basic user of any social media service asks himself such questions as “How many followers do I have?”, “What’s trending today?”, “How do people feel about?” It is the job of Business Intelligence to tease out these answers in a comprehensive and scientific way so that the information can be organized and stored in a way that provides business value. This allows for companies to gain competitive edge, cut costs, and release products with a higher degree of success. Combining social media and business intelligence for small and medium sized enterprises is even more crucial. It allows them a greater audience reach, more effective targeting and greater cost savings. Advertising and marketing campaigns can be created more efficiently. The market for these tools is now very mature. All of the top technology vendors, from IBM to Oracle and Microsoft are fully committed to maintaining a permanent presence in the Social Media and Business Intelligence space. Information on consumer trends, pricing, sentiment, and requirements are now available directly from the consumer and do not require outsourcing to third party surveys or last year’s data. The content that comes from social media and feeds the business intelligence systems is created and analysed in real time. Today there is a wide variety of products and services available to serve a wide spectrum of budgets and levels of technical expertise. Some companies may require deep analysis of big data, while others merely need to check in on Facebook statistics. Developing your SMBI (Social Media/Business Intelligence) strategy requires you to evaluate your budget, requirements, and technical abilities. Gaining business insight from social media interaction data is no longer a matter of hiring a database administrator to churn out reports, hoping that he understands the business points you are trying to uncover. Today, most SMBI tools allow a business-oriented end user access to the user-friendly dashboard that provides a wide variety of views and perspectives on real time data. Because these tools are now so user friendly, they have now permeated throughout the entire business structure and are informing the internal business processes of many organizations. Real time social media analysis does not just define what products to make, it also defines how those products are made. It does not just facilitate customer relations, it defines them. Companies that can effectively tap into customer requirements along with market trends will be best positioned to succeed.
Marketers and PR companies are relying on social media as one of the important media to endorse their products. It is because social media’s popularity makes it perfect for new products to make an entry. These are few ways that might help you:
1. Research your audience: Before you market your product, you must have an active plan. Spend time on research and get to know your industry. Try to think from the user’s point of view, like whether the content you read would actually influence in your buying decision. Also, find out the techniques that have worked out for others in your industry to get a rough idea. And above all, know who your target audience is.
2. Share teasers: Whether you’re launching a new product or a company getting the word out there is a tough task that marketers face. A good way to get the user’s excited is to launch a teaser campaign. It is a powerful tool that helps to grab attention and build anticipation. For this to work, find out the platforms that would be useful for your product and be active there. Apart from that, email marketing will also allow you to share more details.
3. Start a blog: Apart from promoting your product on social media, build excitement by blogging about it as well. You can share details about how the product was created and let its future users know the benefits. You want your audience to think of you as an authority, which writing posts and answering questions dramatically helps with.
4. Create branded hashtags: Coming up with a catchy hashtag will be effective online as well as offline. Online, it will help your product stand apart from the others and curate conversations about it. And users can also find information about your product through the hashtag. It works offline when you conduct events relating to the launch. Promoting a hashtag encourages attendees to take the action online, share their experiences, and spread your event’s reach even more.
5. Strike a chord: To build anticipation, you must give your customers a reason to engage with the content. Each tweet and Facebook post must have value, so that it will motivate people to share it and stay interested enough in the product to possibly buy. Once you succeed, the audience will want to know more about the product. People purchase a product because there is some sort of need. Before they buy, you need to make it clear your product meets those needs.
6. Produce videos: Videos create a bigger impact than written content because of the presence of visuals. It takes lots of effort to create, but all your hard work will pay off. Videos can be a mini-advertisement, show behind the scenes, use a stop-motion animation, or film explainer videos of your products. Such type of videos will keep users interested even after the product is launched. Irrespective of its type, you can get your audience excited through a video.
7. Find influencers: Find users who are well-respected in your field and build relationships with these influencers. Due to their popularity, the content they post will be well received among their followers. When they put in a good word about your product, your reputation increases by association. Reaching out to influencers will double your efforts.
8. Do not reveal too much: Sometimes marketers get carried away and reveal too much information before the launch. But then what is the big reveal? Build anticipation and create some suspense about what your product has to offer. Drop hints, create hype, but make sure there is some exciting “reserved” information you leave behind for the actual social media launch.
9. Hold contests: The main aim of every product is to create a buzz before its launch. Conducting contests are the best way to do it. In general, contests are fun, and people will be more likely remember your brand. So, come up with a contest that is relevant to your product. For instance, if your brand promotes fitness equipment, the contest can be “How many pushups can you do in a minute?” Fitness enthusiasts would be eager to participate.
10. Get to the point: The tone of your marketing must be engaging to users before and after they make a purchase. Include phrases that are easy to read and that people would remember. Be clear in your messaging so people know what the new product is. You can use simple landing page links, small descriptions about the product, and friendly reminders in your social media copy.
Besides if you do have any questions give me a call:

An attitude refers to the way we behave to something or to any stimulus. It reflects the different characteristics of an individual towards something. We all have attitudes which can form the basis of our personality. One important concept about attitude is that a good number of attitudes is built up in the early stages of the life of an individual. These attitudes are partly based on our own experience of life, on parental influence, on peer influence or from reference groups or from environmental factors. A social attitude is an acquired tendency to evaluate social things in a specific way. It is characterised by positive or negative beliefs, feelings, and behaviours towards a particular entity. Social attitude has three main components: emotional, cognitive, and behavioural. Attitudes are consistent and enduring, that is, once they are learned, they tend to characterise our way of behaving and our personality as well. Nevertheless, with time and experience, our attitudes may change as we mature. For example, we could have been too uncaring and shy during childhood. At adulthood stage, we may learn that we must look after things or be outgoing to some extent.
International business requires the need for managers to learn attitudes and values from the different environments where they are operating. They require tolerance and acceptance from managers. European and western managers usually face the problem of adjustment in different environments. For this reason, it is accepted that managers must learn about attitudes and values in different environments. There are various societal attitudes towards a range of aspects namely work and achievement, time, family, authority, risk, and change. In today’s world, there might also be attitudes towards gender and sexuality. There are trends taking place both in the developed world and emerging economies. The difference might be better marked in developing countries that are either tradition bound or might be less caring of certain values. The business manager then learns the differences between a linear-active culture that rests upon a high degree of formalisation and a multi-active culture, more predominant in emerging economies, that seeks less formality and more relations and customisations. These do impact business practice in an international setting.
Living in a capitalist country with consumerist values might indicate that people would only view value in terms that can be monetised, but this is not necessarily the case. While the marketing minds who help power, consumerism are extremely adept at identifying ideas or movements, this relationship responds to the powerful authenticity generated by independent and charismatic individuals working against the grain. And endeavours that have no intrinsic value, which are undertaken purely for the joy of doing them, continue to stay one step ahead of efforts to sell unnecessary products. In such a world, achievements that are difficult but have no utility become especially admirable.
Few Northern Europeans or North Americans can reconcile themselves to the multi-active use of time. Germans and Swiss, unless they reach an understanding of the underlying psychology, will be driven to distraction. Germans see compartmentalisation of programmes, schedules, procedures and production as the surest route to efficiency. The Swiss, even more time and regulation dominated, have made precision a national symbol. This applies to their watch industry, their optical instruments, their pharmaceutical products, their banking. Planes, buses, and trains leave on the dot. Accordingly, everything can be exactly calculated and predicted. In countries inhabited by linear-active people, time is clock and calendar-related, segmented in an abstract manner for our convenience, measurement, and disposal. In multi-active cultures like the Arab and Latin spheres, time is event or personality-related, a subjective commodity which can be manipulated, moulded, stretched, or dispensed with, irrespective of what the clock says.
To attract the most customers and generate the most revenue, you want your product launch to time perfectly to the point when the marketplace is most anxious for the features and benefits offered. While hitting the exact day is challenging, launching during the basic window of opportunity to appeal to customers is critical. If you launch too early, customers may not be ready to understand the value. Launch too late, and you may miss the point at which customers want the benefits offered.
In a competitive market, the timing of your launch is also affected by the timing of products launched by other companies. First-movers try to beat customers to the market to attract eager buyers. Other companies prefer a second-mover or follow-up strategy to wait until the market becomes familiar with the product features and demand begins to grow. This strategy protects against a negative reaction that may result from the product version offered by the first mover.
The timing of your launch may also affect the quality of the product at offering. In some cases, companies rush through production and quality checks to get a product to market quickly. This is especially true in technology, where product life cycles are often short. Microsoft dealt with some bugs and customer issues when it launched its Xbox360 video game system. The company used the negative response to the first batch of products to adjust the next wave of products distributed to retailers.
To determine the right time, keep the following points in mind:
1. The Readiness of the Product: In general, the best time to launch is as soon as your product is ready. Release a product as soon as it is working. It must perform the stated function, and that’s all. Do all the honing and perfecting when it is already in the market. You can start profiting from your product before you start tweaking it. Take advantage of customer excitement. Then sell the refined versions later. That is not to say you should release something inferior to the public, of course. It describes a different way of looking at product development. Product development should be a never-ending process. It is a lifelong struggle for perfection that is never actually achieved. Knowing that, why not make money as soon as the product is viable? If Apple waited until the first iPhone could do what the latest ones can, we would still be flipping open our Motorola.
2. Sales Cycles: The exact time of the year, month, or even week you choose can make a difference. Ask yourself these questions:
1. Is there a particular time when your target audience will want to use that product?
2. When would they enjoy your product most?
Research proves that Tuesday is the best day for launching a product. On Mondays, consumers are too focused on the coming week. While on Fridays, people look forward to the weekend. On Tuesdays, you can be sure that people have already dealt with issues from the previous week. It also gives you enough time - a total of three days - to spread your message and follow-up on questions.
A seasonal product will itself determine the best time of the year to launch. Self-improvement products can work well in January to help fulfil New Year's resolutions. While outdoor products are best for spring and summer.
The time of the year matters as well. It does not make sense to reveal your product before a major holiday. People tend to travel back home and have no time to read when surrounded by family and friends.
3. Your Schedule: Your ideal launch time will also depend on your own schedule. Schedule the launch when you have as little going on as possible. so that you can devote the needed time and energy for the launch. It makes sense to focus on product launches over other considerations. You only get one shot at a successful launch! Expect glitches, customer service issues, and other unpredictable demands on your attention. It is important to have all hands-on deck, and yourself at the helm, ready to execute the launch with 100% presence.
4. Launch Conditions: There are conditions you need to meet to have a successful product launch.
1. First, establish your brand’s credibility to justify excitement for your new product. If you have not already given your consumer base a reason to trust you, it’s time to lay that groundwork down. More customers will be willing to gamble on the certainty that a product will meet their needs.
2. Make sure that you prepare your business infrastructure for the spike in sales. Is your distribution system in place? Is your payment system glitch-free? Do you have team members standing by for customer service and tech support? Expect success, and you’ll guarantee it.
3. Finally, time the launch in relation to existing products and their performance. The best time to launch a new product is when another product of yours is reaching the peak of its success. You can ride that momentum into the next wave of sales.
5. Marketing and Communication: The best way to ensure that your launch goes well is to have a unique and creative product in the first place. Beyond that, it is a matter of marketing and communication. Stay in touch with your audience. Use email and social media to build excitement around your product and be there to usher it into the market. Expect the unexpected. Be ready to handle questions, concerns, and other feedback from your audience. Stand by your product but look for ways to incorporate feedback quickly. You will need to know what went well, and what did not. The day of your big launch is the day you start preparing for the next one.
Besides if you do have any questions give me a call:

“Innovation” is THE buzzword of the moment. Everybody, and I mean EVERYBODY, is innovating, wants to be innovating, or is talking about how they should be innovating. Innovation has become a “competitive necessity” for any organization. Yet, as with any abstract term the concept of ‘innovation’ is understood and re-interpreted very differently by companies’ business executives. For some “innovation” is the core, the essence, the only way to grow. For others, it is a desperate attempt to stay current and appeal to the new generation of consumers. Then there are brands that are so caught up in their old ways that they only look for ‘innovative ideas that have the biggest potential for keeping things just the way they are.’ Fortunately, old tactics, like lobbying Congress to enact legislation that will prevent smaller, nimbler, cooler rivals from entering the market are used less and less often.
And more and more business leaders are coming to realize that ‘beating down the small guy’ or simply ‘buying your way out of the problem’ is not a sustainable business strategy in a long run. Low-risk, incremental innovation and conventional strategies are a slow but steady road to oblivion. Why? Because you cannot force consumers to settle for less after they have seen the tangible benefits of doing things the new way. Media fragmentation, the proliferation of brands and offerings, Artificial Intelligence, Machine Learning, Blockchain, Mixed Reality, Internet of Things - require business leaders to look for new way to stay innovative. And it does not necessarily mean pouring millions of dollars into R&D to beat down smaller, nimbler and, often, cooler rivals.
Data shows that while boosting R&D spending may be a great way to identify the best practice within the industry, it is not something that will help companies secure their place as an industry leader. After studying the top 1000 most innovative companies in the world for over 12 years, PriceWaterhouseCoopers has found no statistically significant relationship between R&D spending and innovation success. Increased R&D spending has not led to any significant growth in sales, greater market capitalization or improved shareholder returns. In fact, Strategy’s report showed that the top 10 most innovative companies on the list were not the top 10 spenders in R&D. Steve Blank, a Silicon Valley serial-entrepreneur who has contributed to launch of the Lean Start-up movement, explains this with difference of focus. He believes that most traditional R&D labs are great at developing patentable technologies and making them work. They put in the centre technology itself. Start-ups, on the other hand, begin with developing deep understanding of the customer needs and then creating products that people will want to buy and use. Most start-ups are born digital, which naturally makes them more agile than their competitors. Unlike traditional companies, start-ups can and will tweak their value proposition several times until they get it right. That is why their biggest strength lies in identifying and unlocking emerging and latent demand of the market. According to CB Insights, published by Fortune, 58% of start-ups successfully pinpoint a clear market need for their product— including industry disruptors or those who fail to exist within the first year. That is much higher success rate than traditional companies can show for their innovation efforts.
Yet, if there is one grey area that most start-ups struggle with and brands almost always get right - it is scaling. Scaling is a big brands’ domain. While they may not be the ones to enter the stagnant market and shake things up, corporations have a colossal advantage when it comes to manufacturing, distribution, and marketing. This allows them to take a successful proof of concept and scale it quickly to the market. The truth is that megabrands and traditional businesses have all the tools to be innovative. They just need to learn from start-up how to set up innovation frameworks that will later trigger creation of new sustainable business models.

It does not matter whether you are making a toothpaste or selling life insurance, customer experience should become your top concern. Whenever someone talks about ‘industry disruptors’ what they usually mean are companies who have improved their products or services by making them ingeniously simple to the consumers. In order to achieve this level of “ingenious simplicity” brands have to stop focusing on what they ‘do’ and start thinking in terms of entire customer experience. Essentially it means bringing together customer centric thinking, smart design, and software.
Marketing leaders today find themselves at the crossroads of Digital innovation. The sheer speed of technological evolution, and If you want to maintain your growth, you’d better start leading by:
1. Repurpose blog posts into videos: Don't worry about coming up with fresh, new video marketing ideas. You don’t have to start from scratch. Repurposing your most popular blog posts into videos is a great way to reach new audiences and recycle content that you already know performs well. By repurposing your written content into videos, users who have previously passed on your blog posts can be pulled in with a format they prefer more - video. You can use a tool like Lumen5 to easily transform your articles into videos. Lumen5 uses artificial intelligence to automate video creation; all you have to do is enter a blog post or RSS feed, and the software will help you summarize the content and match scenes with relevant videos, photos and music. You can even customize all your videos with your branding, making it an effective way to attract new audience members and introduce them to your business.
2. Put a video on your landing page: Videos can increase your traffic and engagement, but did you know videos can increase your bottom line too? In fact, including a video on your landing page can increase conversions by 80 percent. When you incorporate videos on your landing page, users who visit your site can experience and absorb the message you are trying to get across with very little effort. It can also increase the number of time visitors spend on your page. Landing page videos should be high-quality with a great thumbnail, above the fold, and embedded in a stand-alone player such as YouTube or Vimeo. Whether your landing page video is about your company and who you are, customer reviews, or how your products or services work, users can easily understand the value of your company while being entertained, which leaves them much more likely to buy.
3. Use live video to interact with your audience: There is no better way to connect with your audience than to speak to them directly. Luckily, with the rise of live streaming, you can interact with your audience and customers any time you want. You can go live on Facebook, Instagram or YouTube and receive a ton of engagement that will grow your business. One great way to use live video is to schedule a Q&A session. Let your audience know when you are going live so that they can join in and ask questions in real time. Live Q&A sessions are a great way to make your audience feel like they are a part of something special and to present yourself as an expert in your industry.
4. Shoot teaser videos to spark interest: Many companies go through lulls where they feel like their audience is getting bored or forgetting about them. But by creating a bit of mystery and excitement around your company, you can spark interest in your audience and get people tuning in to see what is next for you. Shooting short teaser videos about a new product you are releasing or a big event that is coming up will keep users engaged and on the edge of their seats. A teaser video can be as short as three seconds and still be effective. For instance, if you own a restaurant and are coming out with a new menu item, film a short video showing a glimpse of the delicious new dish. You could even create a mini contest around your teaser video by getting your audience to take a guess at what the item is to boost engagement.
5. Record your screen for tutorials: If teaching your customers is an important part of your business, provide them with an awesome new way to learn by recording your computer screen for tutorials. For instance, if your company posts a lot of written tutorials on how to use your software, you can boost your engagement and your users can retain more information by providing them with video tutorials as well. You can record a demo of your software, show users how to use certain features or film your screen for an online course to entice your visitors into learning more about your product. There are several free and paid screen capture software options available online, including Open Broadcaster and Snagit, that make it easy to record in high definition as well as edit and add text or audio. Now that you have some creative video marketing ideas for your business, it’s time to get out there and start filming content that will make your audience want to click the ‘play’ button. Do not forget to share your videos on multiple platforms so that you can widen your reach and convert new users into loyal customers.
Besides if you do have any questions give me a call:

We all need a little help sometimes, especially when it comes to journeys of self-discovery. Whether your goal is to be more confident or to find fulfilment in a passion project, it can be pretty tough to figure out how to get from point A (identifying a goal) to point B (actually going after and achieving that goal). That is where a life coach comes in. Like a therapist, a life coach is someone who can help you identify strengths and weaknesses and overcome obstacles holding you back in any area of your life be it in business, sports, family life. They help you recognize your true potential and put it to good use. There are many platforms for that where you can help people in various aspects of life for example:
1. Ask Wonder
2. Just Answer
3. Maven
4. 6ya
5. Operator
6. On Frontiers
7. 10EQS
8. Internal Consulting
9. Expert360
10.Presto Experts
But as I can see from your question that you wish to build on an aspiring entrepreneur career on it. Keep in mind these points if you wish to begin that way:
1. Attract the best and repel the rest: The secret to a profitable coaching business is selecting the right clients. Do not get into the “fixing” business of turning losers into winners; it is exhausting. You know the people I am talking about — they say they want something but do not take action to get there or are not willing to pay for it. Instead, focus on helping ambitious people who are already successful get to the next level. Your life will be easier, and they will get great results because success is in their DNA. To do this, you must be outstanding at what you do. Your services or insights must really work. So, ask yourself: Am I the best in the world at what I do? To make a lot of money, you must deliver a lot of value.
2. Envision your ideal business and work backwards: Too many coaches get stuck in a reactive business model with no idea who they serve, how, or why, much less how to market to them. They have no strategy and are constantly spinning wheels without any idea what is next. They are always trying something new, hopping from tactic to tactic, but they never get anywhere. They are working hard, but nothing works. Successful coaches, on the other hand, are proactive. They set a vision and take strategic action to make it come true. They imagine their ideal business and work backwards to make it a reality. They know exactly who they serve, how they serve them, and why. With absurd focus, they follow a single marketing plan that reaches those clients. When you are working with a client, you should not waste a minute of your time or energy. Your goal is to optimize every part of the process. After all, that is why they will pay you the big bucks. Think about how you spend time on your own business the same way. Everything you do should support your vision.
3. Do not share all your knowledge at once: First, pick a niche so you speak your clients’ language. Second, do not offer a month-to-month program; require a 12-month commitment. Your clients probably will not get results right away; so, if they are not committed, they will likely quit in the first month or two. Third, only give your clients what they need to get to the next level. Just because you have a lot to share does not mean you need to share it right away. Your clients will get overwhelmed if they feel like they are drinking out of a fire hydrant, and analysis paralysis leads to inaction. Give them what they need now with a timeline, let them execute, and then give them what is next. Finally, do not beat your own chest and say how awesome you are in your ads. Your marketing should use case studies and testimonials from clients who have gone through your program, experienced results, and improved their lives or businesses. That is how you get leads that will convert into paying clients.
4. Be clear about your message and your value: Language is powerful. Yet most coaches often dismiss it because they are unclear about their message and the value they offer. Get crystal clear on your brand before you launch. Productize your service into a clear, compelling offering that is distinguishable and felt. Avoid overused, generalist language like “happiness,” “spiritual,” “divine,” “well-being,” “transformation,” and “catalyst.” Humans are cognitively aroused by contrast and detail and quickly fatigue with repetitive broad messaging that does not deliver a story. Coaching is a billion-dollar industry that is growing rapidly; but as a result, it is saturated with cookie-cutter messages, language, visual identities, and digital marketing funnels that look and feel the same. The good news? This is the perfect opportunity to cut through the noise and become a reputable, trusted authority through your brand.
5. Only work with your perfect client: First, map out a clear framework, business plan, guidelines, and client expectations. Next, get really clear on your client avatar. Who is the perfect client you would love to work with and can get amazing results for? When you start out, it is tempting to accept clients you do not understand or who might not be a fit so you can grow your business. But that always comes back to bite you. You do them a disservice and they take more time and energy than five of your perfect clients combined. So, get clear on your offer, the packages, and prices, and who you serve best; then stick to it.
6. Ignore conventional sales and marketing advice and be your true self: Listen to that internal voice telling you who you want to serve and what you want to share with the world. Backing yourself and being unapologetically you are what is most important. You could be the hardest-working coach in the world and follow the best advice about marketing and selling, but if you’re doing it with a mask or filter over what you’re really about on a soul level, you’re building the wrong house — and eventually, it will fall to pieces. You will continually feel exhausted, drained, and frustrated trying to grow a business that is not right for you or your beliefs.
7. Create a streamlined system to attract clients and maximize profits: First, attract the type of clients you love to work with. You need a system and process in place, so they come to you, rather than you are chasing them. Then you must convert your leads into clients, which is where most coaches try to do too much. You can build a million-dollar business from one conversion event. Finally, deliver your coaching in a way that gets your clients the best results, minimizes the time you spend so you can scale your business and create the lifestyle you want, and maximizes your profits. That is how you create a coaching business that gives you more money, more impact, and more freedom.
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Life is difficult to comprehend. Experience is not what happens to a man, it is what a man does with what happens to him. It is important to understand and embrace gratitude to live a happy and fulfilled life. One way to do that is to see the positives in every situation. Coaches help you to see that positive side. Coaches are usually consultants from outside the organisation. They often have a background in psychology, business, training, or education. Ideally, they should have a professional qualification from a reputable coaching institute but more important is their track record and experience as coaches. They may be drawn from firms of coaching consultants, retired CEOs, or other experts from universities, think tanks, and government. The coach’s aim is to improve and develop the potential of the coachee. They do this by helping the coachee achieve their personal and professional targets, to become more confident and self-aware, and to become successful in their chosen field or simply in their life. In any event coaches should be dedicated lifelong learners devoted to acquiring skills, models, and tools from other disciplines such as neuro linguistic programming and positive psychology that will enhance their ability to coach effectively.
Many line managers as part of their jobs would have a coaching role in relation to their own staff. Line managers suitable for such a role should be trusted, highly respected, have an interest in the training and development of their staff and are personally committed to lifelong learning. However, some line managers are reluctant to coach because they feel they have neither the time nor the skills needed. In many instances they do not perceive themselves as responsible for the development of others as they view this as the functional and sole responsibility of HRM. This is an attitude that is prevalent in business and needs to be changed.
Ideally a coach should have the following skills:
i. They should be optimistic about other people’s ability to change, grow and learn. They should have the ability to inspire, motivate and stimulate others by turning practical working situations into worthwhile and challenging learning opportunities.
ii. They should have excellent communication skills. These would include listening, questioning, clarifying, non-verbal communication and feedback skills. Negative feedback requires great sensitivity and diplomacy skills. Coaches should be able to reframe situations so that the client can get a different perspective on issues. They should be able to turn weaknesses into strengths and threats into opportunities.
iii. Coaches must build up rapport with their clients. Rapport is the personal chemistry that exists between people which facilitates good interpersonal relationships. This is strengthened by feelings of mutual respect.
iv. Coaches must understand themselves so that they can understand the feelings and reactions of their clients. This requires a high level of emotional intelligence so that they empathise easily with their clients.
v. Coaches must be able to diagnose problems quickly and suggest alternative ways of solving them. They can only suggest. It is the responsibility of the client to either accept or reject the suggestions offered. This is based on the sound psychological principle that people are much more likely to implement solutions that they have come up with rather than those that are forced upon them.
vi. The coach must always keep confidentiality. Discretion is necessary so that trust can be established and maintained. The coach demonstrates a high standard of personal and professional ethics by being honest, truthful, genuine, impartial and objective. Coaches lead by example and act as a role model for the coachee.
vii. The coach should understand how adults learn. They should identify and remove the obstacles to learning in the workplace. Coaches must be personally committed to lifelong learning and continuous improvement and create the same desire in others.
viii. Coaches should possess good business acumen and broad business knowledge. They should understand how business systems work and have the knowledge, expertise, and skills that the coachee needs.
ix. Coaches should have top class facilitation skills. Their role is to facilitate the learning of their clients and not to be directive in any way. The coach guides and supports the process of learning.
x. The coach should be able to set learning and work-related objectives. These can be accomplished through assignments, job rotation, reflection on work achievements and personal development activities such as private study and attendance at courses, conferences, workshops, or seminars.
xi. The coach should be confident and self-assured. A lack of confidence is quickly transmitted to the client and may in turn undermine the client’s confidence in the whole coaching process.
The International Coach Federation (ICF) defines coaching as “partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.” At first glance, becoming a business coach seems to take just a few straightforward steps. As delineated by, there are four steps to becoming a business coach.
A. Get a degree in an area of business.
B. Work and become particularly good at what you do.
C. Enroll in programs that offer business coaching certification to learn the necessary coaching skills.
D. Network yourself, build a solid reputation and create a client base.
The International Coaching Federation (ICF) offers the gold standard for coaching credentials but they do not specifically provide the certification training. They do offer a listing of agencies that will provide the certification training to their high standards. Coach training that is accredited by ICF has gone through a rigorous review process and demonstrated that its curriculum aligns with the ICF definition of coaching, Core Competencies and Code of Ethics.
The ICF offers three types of program approval for certification:
1. Associate Certified Coach (ACC).
2. This level of certification requires 60+ hours of training and 100 hours of coaching experience.
3. Professional Certified Coach (PCC).
4. This level of certification requires 125+ hours of training and 500 hours of coaching experience.
5. Master of Certified Coach (MCC).
This level of certification requires 200+ hours of training plus 2,500 hours of coaching experience.
Participants in these certification programs must complete and demonstrate the successful completion of the coursework along with coaching experience. Candidates for the certification must also successfully complete a coach knowledge assessment and have satisfactory performance ratings and a transcript. The documents are then submitted electronically to the ICF for certification approval. The ICF offers a search service to locate the agency to provide the certification training. Candidates may choose from training delivery options that include virtual, in-person, or a combination of virtual and in-person training. The World Coach Institute is also a credentialing agency for business coaches. The participant will earn a Business Coach Certificate (BCC). There are multiple pathways to business coach certification through this organization. You may choose to pursue the studies through self-study, teleclass (telephone contact), online study, and specialize with niche add-on training and coaching lessons. The credits earned will apply towards ICF certification in addition to the BCC. Colleges are beginning to offer programs that will provide a degree and credential in coaching. For example, there is the Leadership, Organizational Development and Executive Coaching Program at The Naveen Jindal School of Management at the University of Texas at Dallas. The program offers a Master of Science with a concentration in Executive Coaching. In addition to the academic degree, the students are awarded a professional certificate. Graduates will also qualify to apply for ICF credentials. Another example of how universities are providing extended training to professionals is found at Columbia University, which offers a coaching credential with a goal of forming a Coaching Centre of Excellence. This unique ten-month to one-year program will award the participant with a certificate that aligns to ICF standards.
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Before we go into the differences between coaching and mentoring, we must understand what each term signifies. In life, we often discourage failure and by doing so we subtly discourage success. The truth is, failure is inevitable, life is full of obstacles and nobody ever gets a smooth ride. Our role here is to get better at navigating those obstacles.
We must always see failure as an opportunity to learn something and get better. At the very least, failure makes us realize that there is something you are not doing right and gives you the urge to improve. It is the failures you encounter in life that pave the way for a successful future. Indeed, when we lose or fail, at any point in life, we start to ask questions instead of feeling like we have answers. And the questions open the doors to so many possibilities. It is in trying to find answers that we ultimately discover how to turn those losses into victories.
Over time coaching has developed from a hybrid of numerous influences, including psychology, communications and learning theory. The modern idea of coaching goes back to the 1970s when a Harvard sports coach named Timothy Gallwey wrote a book called The Inner Game of Tennis. He expounded a new methodology for coaching and for the development of personal and professional excellence in a variety of fields. On the surface this book is about tennis and how to play it better but is about human psychology, development, and learning. Besides sport his training methods have been applied to business, health, and education. Gallwey was one of the first to demonstrate a comprehensive method of coaching that could be applied to many situations. In fact, he found himself lecturing more to business leaders in the US than to sports people. One of the best-known exponents of business coaching is Sir John Whitmore who popularised Graham Alexander’s and Alan Fine’s GROW model of the coaching process. Coaching is where one person, the coach, guides another person (the coachee or learner) to improve their performance through new knowledge, skills, and behaviours by turning activities into learning opportunities in a planned, purposeful, and systematic way. Consequently, knowledge of learning theories and techniques is extremely useful. Coaching can be done on the sports field with athletes or in the office with managers or staff. It can be done on an individual basis and with teams. In addition, to individual coaching, teams work together and coach each other.
Although its roots are in psychology, coaching should not be confused with psychotherapy or counselling. It deals with mentally healthy people who want to improve rather than people with psychological problems such as depression or anxiety. Coaches should know the basics of psychotherapy so that they are able to identify the symptoms of psychological problems and know when to recommend the services of a psychotherapist when needed. Studies conducted by the University of Sydney, for example, have found that between 25 per cent and 50 per cent of those seeking coaching have clinically significant levels of anxiety, stress, or depression.
Coaching differs from mentoring – it is skills and performance related rather than development and growth orientated. For example, coaching may target specific problems such as communication, assertiveness, time management and interpersonal skills. An external person usually does the coaching whereas an internal manager or suitable employee usually does the mentoring. However, there are more similarities between coaching and mentoring than differences.
Coaching is one-on-one and just-in-time whereas training is one-on-many and can often be considered to be just-in-case. Training has a significant downside compared to coaching as managers usually find it difficult to find the time to attend courses, conferences, workshops, and seminars. Coaching provides constant feedback without taking considerable time away from the job. The coach comes to the manager or employee rather than the manager or employee going to the learning facilitator. Training may involve travelling and overnight stays. There is a low transfer of knowledge and skills from training to the actual work situation. Learning can take place in minutes but changing behaviour does not happen overnight and can take months or even years. Therefore, coaching is more successful in changing behaviour. In a training course, there is also lack of opportunity to practise skills. Thus, training lacks the immediate relevancy of coaching. Training is usually generic with its one-size-fits-all approach. It tries to address the perceived needs of many. In some cases, the participants on a training programme are from different companies and different occupations and thus their needs are extraordinarily complex and almost impossible to meet on a generic course. The information presented on generic courses quickly becomes out of date. Thus, much of training is irrelevant. Coaching is usually one-to-one targeting the precise and current training needs of the individual. Because of its personal nature it can cater for the unique learning style of the adult learner (coachee). Research shows that if the learning styles of the coach and coachee match the learning is likely to be more effective and permanent. Conversely, formal training finds it difficult to cater for the varied learning styles of participants. The average training course is often a once off event lasting one to three days, whereas coaching is continuous and may last from anything from a few weeks up to a year or more. Coaching is more flexible than training. Depending on the needs of the coachee live coaching can be supplemented by sessions over the phone. Training programs are designed around objectives determined by the trainer whereas the coaching process is client driven. The outcome and benefits of training are often difficult to measure. The outcome of coaching can be observed immediately in the improved skills and changed behaviour applied in the workplace. Thus, specific measurable goals are more feasible to set for coaching.
In coaching you learn by doing actual work. In formal training you learn not through actual work situations but away from the job by lecture, discussion, case study, role-play, and simulations. In coaching you get instant feedback on your performance and opportunities for reflection enabling you to take corrective action. The feedback from formal training is delayed and very often neglected and the participant may not get the opportunity to apply the learning. Because of lack of currency, relevancy and reflection, the type of learning experienced in formal training is surface learning and is quickly forgotten. This is so because it has no immediate application in the workplace. In coaching, because of the currency, relevancy, immediate application, and reflection involved, the type of learning is deep and permanent. There are some basic differences between coaching and consulting. Consulting provides short-term solutions for the client, while coaching is a continuous relationship that assists the client in implementing new skills, changes, and both short and long-term goals. Another difference is that consultants often provide advice, while coaches encourage clients to use their own creativity and resources to discover solutions and become self-sufficient. This helps to build client’s self-esteem and self-confidence so that they can trust their own decisions and rely less on outside help in the future.
There are various types of coaching:
1. Sports coaching: Consider the sports coach. They help you with extrinsic and intrinsic motivation. The extrinsic motivation comes from the coach. You want to improve, and you don’t want to let them down. They vigorously direct operations from the side-line. They are passionate and committed about their sport. They develop objectives and implement a game plan and get great satisfaction from watching their players develop, excel, and grow. Intrinsic motivation comes from within – the love of learning, need for personal growth, fulfilment and self-actualisation and the desire to satisfy a curiosity. The sport coach plays back DVDs of the game to learn from their mistakes and continually improve and learn. They hold players personally responsible for their performance and provide constructive feedback to them in order to improve their game. While accepting that individual stars are useful, they realise that it is teamwork and team spirit that wins the game. This was proved when a mediocre Greek team defied all the odds and won the European Football Championship in 2004. It was also proved when Iceland against all the odds beat England in the European Championship in 2016. Similarly, nobody expected Portugal to beat France to win the championship in 2016. Sport coaches are now a feature of all competitive sports and athletic events. One would not expect a person to compete in the Olympics or professional sport without the guidance of a coach. It is now accepted that even the best athletes can improve with the expertise, experience, skills, encouragement, and guidance of a good coach. A competent coach can inspire, motivate, and challenge good players to even better performance. They exhort players to try harder and remind them to maintain their focus in the rough and tumble of competitive sport. Even people at the top of their game have a coach. Teams usually employ a sports psychologist and health and sports scientists to help them reach peak performance levels. Elite performers engage in deliberate sustained practice to hone their skills. They must work diligently at what they are not good at. They must go from unconscious incompetence to conscious incompetence to conscious competence and finally to unconscious competence. They need the eyes and ears of a coach to make them aware of where they fall short and bring them to the stage where the necessary skills becomes a habit. Coaches have a variety of approaches to achieve their objectives such as showing what other elite performers do, reviewing DVDs of the client’s performance or just pointing out to them where they need to improve.
2. Business coaching: Unlike sports coaching which has a win-lose orientation, business coaching has a win-win philosophy. In sport it is all about winning at the expense of your opponent. In contrast your company does not have to win at the expense of a competitor. Two companies collaborating might achieve more than two competing. There is also a difference in approach between sport and workplace coaching. Sports coaches coach their athletes, using technical skills, experience, and a ‘telling’ style of direction. By contrast, questioning and reflection are often more important in workplace coaching. Another vital difference between the two is that athletes spend most of their time training, and comparatively little time working. This contrasts with the business world where executives spend all their time working and truly little time training. Nevertheless, both types of coaching need to understand how people work together harmoniously to maximise results and to achieve the overall goal. Finally, when it has achieved its goal the coaching continues as it takes the learner from its current performance and plans for the future. It is important to instil a coaching mindset in the team, whether a sports team or a business team. The primary purpose of a business or executive coach is to improve business results. The primary purpose of a sports coach is to win at games or in competition. A business coach needs a deep understanding of the business and industry issues the coachee must cope with in each situation. Because of the substantial cost involved business coaching is usually reserved for senior management or those highflyers with senior management potential. BASF Corporation in the USA offers three types of coaching, executive level coaching, transition coaching for first time leaders and accelerated coaching for staff with high management potential. Every time an executive goes into a new role the company offers three-to-five-month transition coaching. The company offers longer periods of up to nine months for accelerated coaching – coaching that is not tied to a new role but rather is intended to prepare staff for the next step in their careers.
3. Peer and personal (life) coaching: The primary purpose of a peer coach is to develop themselves and their fellow employee through sharing expertise and helping each other on specific tasks and problems. Peers can provide emotional and psychological support that helps individual learning and career success. In peer coaching the emphasis is on the voluntary non-evaluative and mutually beneficial partnership between two individuals of similar experience. It helps individuals develop their self-reflection skills and identify areas in need of skills development. Peer coaching is widely used in business and education. The primary purpose of a personal coach or life coaching is to develop the individual and improve their personal performance. However, executive coaches may also address the personal growth and development needs of the individual such as communication and presentation skills. The personal coach will focus on relationships, life decisions, career choices, stress management and lifestyle issues such as fitness, diet, and health. Many people have been inspired to become life coaches because of the visibility and financial success of the industry’s superstars such as Tony Robbins. Originally an American concept, personal coaching is making inroads on this side of the Atlantic.
Mentoring is a reciprocal learning experience in which a mentor and mentee agree to work collaboratively toward achievement of mutually defined learning goals. Megginson and Clutterbuck, in Techniques for Coaching and Mentoring define mentoring as follows: “Mentoring relates primarily to the identification and nurturing of potential for the whole person. It can be a long-term relationship, where the goals may change but are always set by the learner. The learner owns both the goals and the process.” Feedback comes from within the mentee – the mentor helps them to develop insight and understanding through intrinsic observation, i.e., becoming more aware of their own experiences. Mentoring can be used in all sorts of areas such as acting, entertainment, art, music, writing, fashion design, athletics, golf, boxing, football, soccer, science, architecture, teaching, and politics as well as business.
In many cultures elders routinely pass on their lifetime experience and wisdom to the younger generation. The concept of mentoring first appears in classical Greek mythology. The story goes that circa 1200 BC when Odysseus, an Ithacan noble, went off to the Trojan War, he left Mentor, a trusted advisor, in charge of his house and the education of his son Telemachus. Mentor’s role was to teach, advise, guide and nurture Telemachus. Similarly, Socrates (469–399 BC), Greek philosopher and founder of Western moral philosophy, was a mentor to the Greek philosopher Plato (429–347). Socrates wrote nothing himself and we rely on his mentee Plato to give us a vivid picture of the achievements of Socrates. Plato in turn was a mentor to the Greek philosopher Aristotle. Aristotle in turn mentored Alexander the Great (356–323 BC) the great leader and conqueror. The Chinese saying bai-shi-xui-ye means bow to the master for apprenticeship. This saying could also be considered the origin of the mentoring relationship. According to the ancient Chinese perspective, because mentors acted as lifelong guides, they were responsible for instilling, knowledge, skills, and values in their students. In Europe in the Middle Ages the craft guilds were founded. These were trade unions for the skilled craftsmen of the time such as painters, sculptors, and stonemasons. New entrants or apprentices to the trade were appointed to learn at the side of skilled craftsmen. It involved the passing on of skills, knowledge, expertise, and wisdom from generation to generation. There is considerably academic research for the one-to-one support involved in apprenticeship. Benjamin Bloom (1913–1999) was an American educational psychologist. His famous ‘2 sigma’ study showed that students learn more effectively in a one-to-one work environment than in a classroom. One-to-one tutoring was so effective in Bloom’s experiments that it transformed a ‘C’ student into an ‘A’ student. This suggests that we are all capable of becoming an ‘A’ student when we learn from a personal tutor.

Almost a century earlier, Lev Vygotsky, a Russian educational psychologist, studied the one-to-one relationship between apprentices and their masters. He invented the phrase ‘zone of proximal development’ (ZPD) to explain why this tutoring system was effective. Vygotsky suggested that the more experienced master provided help for the apprentice to comprehend concepts just beyond their current level of understanding – the ‘zone.’ The idea is learning works best when the learner tackles something just outside their comfort zone – neither too difficult nor too easy. In a classroom situation, research found that it is best to arrange things so that children succeed 80 per cent of the time. More than that and children tend to get bored; less than that and they tend to get anxious and frustrated. The same is true of adults. Therefore, video game manufacturers have invested millions in testing their products to make sure that the level of challenge is exactly right – neither too easy nor too hard.
The apprenticeship processes:
1. Showing – where the master shares his thinking with the apprentice who becomes sufficiently intrigued and curious to want to know how to do it themselves. Much of the learning occurs as the apprentice observes the master at work. Observation gives the apprentice a model of the target task prior to attempting to execute it.
2. Coaching – the master shows the novice learner how to identify the sub tasks that have first to be completed, each with its own form of expertise. Coaching is the thread running through the entire apprenticeship process. The master evaluates the activities of the apprentice, offers encouragement, provides feedback, shows them the correct way to do things, reinforces their strengths and works on their weaknesses.
3. Scaffolding – he then provides scaffolding, support, and encouragement as the apprentice practices portions of the task for themselves. It may involve the master executing parts of the task that the apprentice cannot yet manage. This requires the master in diagnosing the apprentice’s current skill level so that he knows when to step in and when to hold back.
4. Fading – as more responsibility is passed to the apprentice, the master fades into the background gradually removing support as the apprentice becomes proficient enough to take on more responsibility and do the work independently.
5. Dialogue – through the whole of the apprentice/master relationship the novice learner shares ideas with other learners as they try to describe what they are doing and reflect on the outcome.

Now once we have understood what is mentoring and what is coaching, we will now look into the differences of both. A mentor is a person who guides, advises, nudges, supports, coaches, counsels and facilitates the learning and development of their mentee. The mentor seeks to build and instil wisdom – the ability to apply skills, knowledge and expertise to new situations and processes. They speak from experience because they have “been there and done that.” They can therefore act as credible role models. They adopt a friendly and non-judgemental style. As role models they should practice what they preach to win credibility, trust, and respect. The mentor acts as a trusted colleague, counsellor, sounding board and confidant. They challenge assumptions, reframe problems, and encourage wider thinking. From a credibility point of view, what the mentor does is more important than what they say – actions speak louder than words. Mentors who do not walk the talk quickly lose credibility. Mentoring differs from coaching in that mentoring is long term rather than short term and is done by someone other than the line manager. Mentoring is driven by the mentee and is based on asking good incisive questions. It does not have to be a formal process. It’s more concerned with helping the mentee determine what goals to pursue and why. Pure mentoring follows an open and evolving agenda and usually deals with a range of personal issues. Mentoring is voluntary and unpaid. However, external mentors may be paid. Mentoring and coaching can be ‘stand-alone’ activities, but they can also be used to complement each other.
A coach is more likely to use direct feedback, while a mentor relies on using questions – mainly open-ended questions. A coach is a specialist who works with the coachee on specific goals and objectives – the professional equivalent of a fitness trainer. A mentor is likely to have followed a similar career to the one the mentee is starting, passing on their unique knowledge and expertise. Coaches can be internal or external. Internal coaching is often done by the line manager and is specifically related to improving on-the-job skills and performance (see Chapter 8). An external coach is usually an outside professional consultant. The mentor needs to be ethical, impartial, and removed from the exigencies of the work situation and take the long-term learning and development needs of the mentee into account. In practice, the mentor will also coach the mentee as the situation dictates.
Neither coaching nor mentoring is about teaching, instruction or being told what to do. Both are about facilitation and guidance. The role of the mentor is not about solving problems, but to generate questions on how the best solutions might be found. They both respect confidentiality while focusing exclusively on the individual. How does mentoring differ from counselling? Counselling is giving professional advice to others on personal matters. Counselling may be part of what a mentor does, but mentoring is a much wider concept. The counselling concept approaches an issue from the point of view that the person being counselled knows best and the counsellor’s role is to facilitate the person to solve their own problems and arrive at their own conclusions. At the end of the day a person is the only one who has an intimate knowledge of their own problems. Three parties – the mentor, the mentee, and the organisation – experience the benefits of mentoring.
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ESTP is an acronym used to describe one of the sixteen personality types created by Katharine Briggs and Isabel Myers. It stands for Extraverted, Sensing, Thinking, Perceiving. ESTP indicates a person who is energized by time spent with others (Extraverted), who focuses on facts and details rather than ideas and concepts (Sensing), who makes decisions based on logic and reason (Thinking) and who prefers to be spontaneous and flexible rather than planned and organized (Perceiving). ESTPs are sometimes referred to as Dynamo personalities because of their high-energy, active approach to life. ESTPs are often natural athletes; they easily navigate their physical environment and are typically highly coordinated. They like to use this physical aptitude in the pursuit of excitement and adventure, and they often enjoy putting their skills to the test in risky or even dangerous activities. The ESTP's focus is action in the moment. They are engaged with their environments and solve practical problems quickly. ESTPs are excellent in emergencies, when they can apply their logical reasoning to situations where immediate action is necessary. Long-term goals are less interesting to the ESTP, who prefers to see tangible results in the moment. The first thing you notice about the ESTP is likely to be their energy. They are often chatting, joking, and flirting with friends and strangers alike. They enjoy engaging playfully with others and amusing everyone around them with their irreverent sense of humour. They tend to keep people on their toes, never quite knowing what the ESTP will poke fun at next. ESTPs are unabashedly gregarious with people, but their interest in individuals may not last long; they are more likely to work a room, having a laugh with everyone, than they are to engage in depth with any one person.
ESTPs are comfortable in their physical environment and always looking for some action or activity. They tend to be the most naturally coordinated of all the types and are often found playing sports or engaging in various physical activities, especially ones with an element of danger. They are the stereotypical “adrenaline junkies” and may be found skydiving, motorcycle racing, or enjoying other extreme sports.
An Entrepreneur (ESTP) is someone with the Extraverted, Observant, Thinking, and Prospecting personality traits. They tend to be energetic and action-oriented, deftly navigating whatever is in front of them. They love uncovering life’s opportunities, whether socializing with others or in more personal pursuits. Entrepreneurs always have an impact on their immediate surroundings – the best way to spot them at a party is to look for the whirling eddy of people flitting about them as they move from group to group. Laughing and entertaining with a blunt and earthy humour, Entrepreneur personalities love to be the centre of attention. If an audience member is asked to come on stage, Entrepreneurs volunteer – or volunteer a shy friend. Theory, abstract concepts and plodding discussions about global issues and their implications don’t keep Entrepreneurs interested for long. Entrepreneurs keep their conversation energetic, with a good dose of intelligence, but they like to talk about what is – or better yet, to just go out and do it. Entrepreneurs leap before they look, fixing their mistakes as they go, rather than sitting idle, preparing contingencies and escape clauses. Entrepreneurs are the likeliest personality type to make a lifestyle of risky behaviour. They live in the moment and dive into the action – they are the eye of the storm. People with the Entrepreneur personality type enjoy drama, passion, and pleasure, not for emotional thrills, but because it is so stimulating to their logical minds. They are forced to make critical decisions based on factual, immediate reality in a process of rapid-fire rational stimulus response.
Weak habits entrepreneurs must look for are as follows:
1. Insensitive – Feelings and emotions come second to facts and “reality” for Entrepreneurs. Emotionally charged situations are awkward, uncomfortable affairs, and Entrepreneurs’ blunt honesty does not help here. These personalities often have a lot of trouble acknowledging and expressing their own feelings as well.
2. Impatient – Entrepreneurs move at their own pace to keep themselves excited. Slowing down because someone else “doesn’t get it” or having to stay focused on a single detail for too long is extremely challenging for Entrepreneurs.
3. Risk-prone – This impatience can lead Entrepreneurs to push into uncharted territory without thinking of the long-term consequences. Entrepreneur personalities sometimes intentionally combat boredom with extra risk.
4. Unstructured – Entrepreneurs see an opportunity – to fix a problem, to advance, to have fun – and seize the moment, often ignoring rules and social expectations in the process. This may get things done, but it can create unexpected social fallout.
5. May Miss the Bigger Picture – Living in the moment can cause Entrepreneurs to miss the forest for the trees. People with this personality type love to solve problems here and now, perhaps too much. All parts of a project can be perfect, but the project will still fail if those parts do not fit together.
6. Defiant – Entrepreneurs will not be boxed in. Repetition, hard-line rules, sitting quietly while they are lectured at – this is not how Entrepreneurs live their lives. They are action-oriented and hands-on. Environments like school and much entry-level work can be so tedious that they are intolerable, requiring extraordinary effort from Entrepreneurs to stay focused long enough to get to freer positions.
Besides if you do have any questions give me a call:

News began to emerge that a new virus, causing flu-like symptoms and pneumonia, had been reported in Wuhan Province in China. The virus was given the reference Covid 19 by the World Health Organisation (WHO). Currently, no specific treatment options exist for the treatment of this particular pathogen and as a result, the spread has been rapid and by the end of January, evidence of COVID 19 infections had been identified worldwide, including the UK, US, Australia and Italy. Particularly vulnerable to the virus were elderly people, classed as over 70, or over 60 with underlying medical issues such as heart disease or respiratory issues, but the sheer quantity of the potential number of cases – one estimate has around 70 – 80% of the population contracting Coronavirus (COVID 19) with a 1% mortality rate – meant that enormous pressure would be placed on medical facilities across the world. On the 11th March 2020, after 118000 reported cases and more than 4000 deaths across every continent except Antarctica, the WHO declared the Coronavirus (COVID 19) outbreak to be a pandemic. By this time, Governments across the world had begun to mobilise their responses to varying degrees of severity in order to reduce the rate of contraction of Coronavirus (COVID 19) – to ‘flatten the rate of infection curve’ thereby enabling health services to cope better with the numbers involved. From full ‘lockdown’, including the closure of towns, offices, shops etc. and home confinement, to advice to workers to avoid travelling to work if they could, suddenly a large portion of the workforce globally have found themselves working from home – whether they wanted to or not.
Most of us are in a lockdown and we are working from home. Everyday we are bombarded by News of employees being laid off, job cuts and economies crashing down, thus it is highly essential to keep the morale and confidence of your employees high whenever you meet them in Zoom meetings or if they are coming down to the office:
1. Have you met the last person we hired?
2. How many miles do you travel to/from work each day, and how long does it take?
3. Is risk-taking in the team encouraged, and what happens when people fail?
4. Do you want more feedback about your performance?
5. Do we get together as a whole company often enough?
6. What would you want our team to be known for 20 years from now?
7. Have you ever been afraid to suggest an idea at work because you thought someone might shoot it down?
8. Do you feel like you know what is expected of you in each of the areas you are responsible for?
9. If someone asked you to describe the vision of the company, would a clear answer immediately come to mind?
10. How is our team doing with gender equality? (You can keep your response private; it won’t be shared.)
11. Do you have time in your day to learn?
12. Do you feel like we have too many meetings?
13. What is the most repetitive part of your job, and do you have any suggestions for streamlining it?
14. What changes would you suggest making to our monthly team meeting structure?
15. Do we provide enough context about how we are doing as a company?
16. Are there things you do not know about the company that you feel you should know?
17. Is there one specific part of your job that you find the most difficult? What is it and why?
18. Which core value of the team speaks to you most, and why?
19. Do you crave more depth in any area of the work you do?
20. What are your top 2 Wishlist items for your desk/workstation?
21. Do you feel like your ideas are being considered?
22. Do you feel comfortable speaking up if you see something at work that does not feel right?
23. Are you afraid of anything at work?
24. Do we take the time to recognize each other for a job well done?
25. Are you proud of how we treat our customers?
26. Is there anyone at the company you wish you could apprentice under or shadow for a day?
27. Are there any small things we could do to show our appreciation for each other’s work?
28. Did you have at least one 4-hour block of uninterrupted time to work last week?
29. Have you been confused by any recent decisions at the company?
30. What is your most productive time of day and environment?
31. Are there any benefits we don’t offer that you’d like to see us offer?
32. Did you take a vacation last year?
Besides if you do have any questions give me a call:

Leadership captures the essentials of being able and prepared to inspire others. Effective leadership is based upon ideas—both original and borrowed—that are effectively communicated to others in a way that engages them enough to act as the leader wants them to act. A leader inspires others to act while simultaneously directing the way that they act. They must be personable enough for others to follow their orders, and they must have the critical thinking skills to know the best way to use the resources at an organization's disposal. Models of leadership are as follows:
1. Mintzberg’s Management Roles: These roles cover ten tasks and responsibilities that a manager may need to perform, which are divided up into three categories: interpersonal, informational, and decisional. Interpersonal roles include the figurehead, leader, and liaison. Informational roles include the monitor, disseminator, and spokesperson. Decisional roles include the entrepreneur, disturbance handler, resource allocator, and negotiator. Any given manager may be asked to complete a variety of tasks during a given day depending on what comes up and what problems need to be solved.
2. The ‘Dysfunctions of a Team’: This model by Patrick Lencioni’s model addresses some of the common problems within teams. People working together toward a common goal is bound to lead to issues simply because every individual brings slightly different goals, aspirations, skills, and more to the table. While diversity is a team’s greatest strength, these differences can also be the team’s biggest weakness. Simply by understanding that these issues could exist within your team, you will be better prepared to identify and correct them as quickly as possible.
3. Birkinshaw’s Four Dimensions of Management: This model highlights four dimensions that represent key management processes and practices. You can use it to help you to understand how best to manage the type of work you are doing and the values of your organization.
4. Waldroop’s and Butler’s Six Problem Behaviours: This model aims to help managers by identifying six ‘problem behaviours’ along with their traits. When you see any of these six behaviours evolving in members of your team, taking quick action before the behaviour becomes a detriment to the group is the best option.
5. Cog’s Ladder: This model suggests there are five steps necessary for a small group of people to be able to work efficiently together. These stages are the polite stage, the why we’re here stage, the power stage, the cooperation stage, and the esprit stage. It is similar to Tuckman’s Stages, another stage model of groups. Tuckman recognised four stages of team development: “Forming,” “Storming,” “Norming,” and “Performing.”
6. The Leader-Member Exchange Theory: This model looks at how your own personal opinions could limit the opportunities that an individual has to succeed under your leadership. It is not particularly helpful in describing the specific leader behaviours that promote high-quality relationships as it only implies generalities about the need for leaders to show trust, respect, openness, autonomy, and discretion.
7. Belbin’s Team Roles: When looking at any team, it is quickly apparent that each member of the team adopts their own role in order to best contribute and use their skills in a way that is beneficial to the goals of the team as a whole. These roles usually develop naturally over time, depending on the makeup of the team and the specific task at hand. A good manager will observe the team’s occupied roles and step in when necessary to balance out the composition of the group.
8. Benne’s and Sheats’ Group Roles: This model recognises 26 roles that are divided up into one of three categories: task roles, personal roles, and social roles. These role definitions are useful for looking at and evaluating specific behaviours, functions, and needs within a group. and evaluating its current function and needs. They also provide a guide for team member development; the more positive behaviours each person can display, the better able the whole group will be to respond to the demands put on it.
9. The Margerison-McCann Team Management Profile: This is a tool that Organizations can use this tool to help classify their employees regarding what type of team member they are or will be. Using a set of 60 questions, this profile establishes some baseline information about each member of the team so that they can be placed into a specific spot on the Team Management Wheel. The more sections of the wheel that can be filled up by the members of a single team, the more complete that team will be.
10. he Job Demands-Resources (JD-R) Model: This model states that when job demands are high and job resources/positives are low, then both stress and burnout increase. The effects of high job demands can be offset by increasing the positive aspects of the job. You can achieve this goal by identifying and promoting the job positives that act as a buffer between your team members and the demands of their roles. These actions can include mentoring or coaching, training and development, providing regular constructive feedback, and increasing autonomy.
The books on leadership are as follows which are of course more than five:
1. The Effective Executive by Peter F. Drucker
2. Leadership and Self-Deception by The Arbinger Institute
3. Discipline Equals Freedom by Jocko Willink
4. Do not Shoot the Dog by Karen Pryor
5. Chop wood and Carry water by Joshua Medcalf
6. The Charisma Myth by Olivia Fox Cabane
7. The Dichotomy of Leadership by Jocko Willink
8. What got you here won’t get you there by Marshall Goldsmith
9. High Output Management by Andrew S. Grove
10. The Motive by Patrick Lencinio
11. Leadership is Language by L. David Marquet
12. Leadership Strategy and tactics by Jocko Willink
13. Fostering Grit by Thomas R. Hoerr
14. The new one-minute manager by Ken Blanchard & Spenscer Johnson M.D.
15. The Making of a Manager by Julie Zhuo
Besides if you do have any questions give me a call:

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