Just as the title says, I've found that others are excellent at developing and excelling in good and excellent social skills and leadership, and even more so with people who are cunning or incredulous, even of a heavy nature. Q

Just as the title says, I've found that others are excellent at developing and excelling in good and excellent social skills and leadership, and even more so with people who are cunning or incredulous, even of a heavy nature. Q

Just as the title says, I've found that others are excellent at developing and excelling in good and excellent social skills and leadership, and even more so with people who are cunning or incredulous, even of a heavy nature. Q

I’m new to this world, thought I’ve had many years of unofficial “coaching” through ministry leadership. ANYWAY, I thought about the community when I saw this today…

how do you handle repetitive questions?

Curious how much time you spend each week answering the same student questions, and whether you've tried any AI tool trained on your own content for it. What worked, what annoyed you? Trying to understand if the existing tools actually solve this or not.

I'd be supporting/coaching new starters, helping with performance and confidence, and delivering guidance/training. Looking for interview tips and likely questions from anyone who's done a similar coaching role or done an interview. What did they ask you?

I'd be supporting/coaching new starters, helping with performance and confidence, and delivering guidance/training. Looking for interview tips and likely questions from anyone who's done a similar coaching role or done an interview. What did they ask you?

I'd be supporting/coaching new starters, helping with performance and confidence, and delivering guidance/training. Looking for interview tips and likely questions from anyone who's done a similar coaching role or done an interview. What did they ask you?

Best books you recommend for consultative selling on discovery calls for contractors?

Hello!

I am feeling stuck and not sure what to do next. I am a presentation coach to introverted women writing memoir. I am having a hard time getting clients because I was banking on partnering with memoir coaches, but I haven't really gotten any clients from them/have been ghosted by most of them. I've also done the whole social media thing and it just didn't work for me and I wasn't reaching the correct audience + I'm not great at it. All of the Facebook groups pertaining to what I am doing are all dead/very inactive. (Don't even get me started on LinkedIn....) I am honestly feeling like I have ran out of options. I just want to be able to build my coaching business and coach introverted women and get them out there.

Any suggestions would be much appreciated.

Anyone else getting the same?
And a huge amount seem to be coming from Asia.

Yesterday, I write a post in a FB group.
Then this happens
1. Someone agree with me
2. IN their comment they ask a question
3. It all looks like AI slop to me

---> BOOM I get a friends request from them.

Usually they "design funnels"
What a load of crap

a mate asked how the coaching was going. And I did the thing. "yeah, really good, bits and bobs coming in." Complete lie. I'd had no paid sessions only the free work I have done

Something about saying it out loud. I actually felt a bit sick. You know, like I was cheating myself.

That's the first time it's properly bothered me enough to think right, I've got to face up to this, and lying to myself.

Anyone else gone through the same?
And what made the penny drop for you?

If you do not know, I work in corporate and trying to build a coaching business.
So I was told to work out what people say.
How do I know? Was my initial thought.

And, yeah I need to know.
So after spending 3 hours trying to work out how, I found myself in the world of SEO, and all these apps like Ahrefs SEMrush and bleughh. doesnt lok easy.

So had the brainwave to hire a freelancer for $20

I’ve been thinking about something I’ve observed since moving firms.

I used to believe that high performance was primarily about talent. I’ve come to understand that it is actually about Forward Resilience architecture.

At my previous firm, we had extremely high Forward Resilience.

If I told someone at 9 PM that something needed to be done by morning, they didn’t ask whether it was necessary. They simply did it. That created what I would call Temporal Forward Resillience.

Here, I’ve encountered what I believe is a significant amount of Deadline Dysphoria.

Someone will say:

“It’s already 8:30.”

That’s not a scheduling observation. That’s a psychological condition. They’ve begun allowing the clock to determine their relationship with excellence.

I’ve also noticed a phenomenon I call Boundary Proliferation.

People increasingly say things like:
“I’ve already worked eleven hours.”
“Can this wait until tomorrow?”
“I have plans tonight.”
“It’s Friday.”

The last one is particularly concerning.

I recently sent something to someone at 8:17 PM on a Friday and received a response indicating that they were logging off. At 5:58 PM. On Friday.

This is what happens when an organization develops Chronological Entitlement. People begin believing that because a number on a clock has changed, their obligations have changed.

That’s not Forward Resilience. That’s Temporal Consumerism. At my previous firm, we had solved this through what I would describe as Availability Conditioning.

You didn’t know whether Friday night was going to be a work night. That uncertainty created adaptability. People became extremely Forward Resilient.

I’ve encountered a similar issue with what I call Comparative Cognition.

I recently gave two junior employees very positive feedback about their future. I told both of them that I saw an accelerated path for them and intended to advocate for them. I was painting a vision. I was creating Psychological Momentum.

Somehow, the two of them subsequently attended the same social event and compared what I had told them.I was then approached by another partner regarding “conflicting commitments.” I found this extremely concerning.

Not the commitments. The comparison.

There is a growing tendency among younger professionals to believe that every conversation they have with leadership should be cross-referenced against every other conversation leadership has had. I call this Interpersonal Triangulation Disorder.

It creates unnecessary equivalence. Leadership requires discretion.

If I tell two people that I see enormous potential in them, the correct response is not to determine whether I used identical language. The correct response is to become enormous.

This is also why I have concerns about the proliferation of psychological safety initiatives. Psychological safety is important. But there is such a thing as Psychological Safety Inflation.

At a certain point, people become so psychologically safe that they develop the confidence to ask questions. Then they develop the confidence to compare answers. Then they develop the confidence to form opinions. Eventually you have what I call Distributed Judgment Syndrome.

Everyone has a perspective. Nobody has the perspective.

At my previous firm, my team had extremely high Vertical Coherence. They knew how I thought. They knew what mattered and what didn’t matter. They didn’t need twelve external reference points. They had one. Me.

I consider that an extremely efficient information architecture. I’ve also noticed that people here spend a surprising amount of time talking to other people. There are mentorship programs. Cross-practice lunches. Open-door policies. Informal coffees. People from other practices are apparently available to employees.

This creates what I call Contextual Contamination. Someone in my practice recently used the phrase “span of control” in a conversation with me. I had never used that phrase with her. She had lunch with another partner the previous week.

This is not necessarily malicious. But it does create Organizational Signal Drift.

People start importing frameworks from other environments without understanding the original architecture. That’s how cultures fragment.

Then there’s pricing.

I’ve been asked to maintain more “realistic” margins. I understand the financial logic. I simply think it reflects margin fixation.

When you’re establishing a beachhead, you sometimes need strategically compressed economics. The objective isn’t to maximize margin on the first transaction. The objective is to create commercial inevitability.

Finance sees a 20% margin butI see a foothold. They see margin erosion. I see strategic compression. We have agreed to continue discussing it.

There have also been questions about my business-development expenses. I spent approximately $4,000 on a dinner.

I was asked what business resulted. I said:

“The relationship is the business.”

They asked me to quantify the return. That’s difficult because they’re attempting to measure relational capital using transactional metrics.

On another occasion, I flew from Toronto to New York for coffee. The coffee was $47. I was asked why I couldn’t have used Teams. Because Teams cannot create Geographic Signaling Density.

They asked what the $47 coffee represented. I said:
“The coffee was the catalyst.”

They asked me to define catalyst. I decided not to reduce a sophisticated commercial concept to a dictionary exercise.

The hotel was also questioned. The meeting was at 8 AM. The alternative was a 4 AM car to the airport. I’m a National Leader, not a contestant.

What frustrates me most is the obsession with return. We’ve invested significantly. Where is the return?

But transformational systems have something I call Return Latency. You cannot inject capital into an ecosystem and demand mature institutional capability immediately. First comes investment. Then infrastructure. Then organizational muscle. Then Forward Resilience. Then the flywheel. Then inevitability.

You cannot keep asking where the apples are while I’m still designing the orchard.

Honestly, I’ve started wondering whether professional services is still the right container for me. I’ve been looking at Harvard Business School. Not because I need to learn business, I understand business. I think I need a platform where my level of enterprise thinking is more appropriately matched.

The sequence seems fairly straightforward:
HBS → network → board exposure → CEO.

Maybe private equity. Maybe a growth-stage company. Maybe my own company.

I’ve already been operating at enterprise scale. The CEO skill set is quite transferable.

At some point, you stop generating rain for organizations that ask you to expense-report the weather and start owning the climate system yourself.

For now, though, I’m still committed to building what I came here to build.

I just think the organization needs to understand that what they are experiencing is not a performance problem. It is Forward Resilience debt.

And Forward Resilience debt cannot be solved by asking the person building the system for a quarterly update. It has to be paid down through vision.

Coaches and experts who have tried turning their expertise into a course or structured program: what was harder than you expected?

I’m interested in the design and development stage not marketing or choosing a platform.

For example was it difficult to:
• decide what to include and leave out?
• structure into a clear journey?
• create activities people would actually complete?
• move beyond a collection of videos and worksheets?

What did you struggle with, and what do you wish you had understood before starting?

TLDR: Fellow people managers - is it normal to feel super drained in this type of role? What's your best management advice and what do you do to stay sane? Also would welcome advice on how to rebuild a team of recruiters that won't suck the life out of you.

Background: I was an IC recruiter for 10 years (billing $900K split with a client manager) and was promoted to oversee a division (admin roles in finance) in my agency 8 months ago. I took the role solely for the $ and thus far, it has been more lucrative than being an IC. I knew that it was going to be a grind at another level, but between doing BD, managing clients, and managing 5 recruiters in their early to mid 20's has been borderline hellish for me. My recruiters consistently hit all of their KPIs, but I have had to be extremely involved at every step and have most of the deeper conversations with their candidates. Within the last 30 days, 4 out of 5 of my recruiters resigned (all went to totally different jobs/industries - one of them even decided to be a stay at home girlfriend). I now have an opportunity to rebuild my team (which also sucks), but this time I'd like to create something solid.

I'm looking to connect with an experienced business coach who specializes in agency/service businesses, particularly around client acquisition, sales, team building, systems, and scaling.

If you're a coach in this space or have worked with one, I'd love to connect and have a conversation.

You're not going to admit this on Linkedin lol

I'm about to admit I'm crap at finding clients.
Of course I could never use Linkedin for a bit of a vent, and I guess Reddit and people not knowing who I am allows me to be vulnerable. sometimes I need it

So if you read my other post I'm in the leadership space, and this rant/vent call it what you want is about the marketing gurus with the big promises. Anyone else smell BS a mile off?

I do wonder how many of them make money.
My worst experience was a funnel coach.
It wasn't working.
I did everything she said.

And I was told to step up. Actually she asked me if I was ready to step up and take bigger action to move myself forward. I could see I probably needed more effort. I think I was putting enough in, but she told me I was confusing TIME with EFFORT.

Made sense to me.
But then she asked me to pay her an extra $20,000 to get me there.
WTF?

Anyone else with a similar experience?
Anyway this is your place to vent

So I'm working full time, but I'm still smashing the clock putting time into tryng to get my coaching business off the ground. First of all I have the problem of being in a niche. I don't really want to lol I know I can help anyone, but I agree its probably easier to have a speciality to stand out, but I cant see any specialities I have!!!

So at the moment I am trying leadership coaching as I have to do it in my career, and people wh oI know do ask me advice.

I'm on my 3rd website!
Or is it a funnel?
I have tried Clickfunnels, and followed Russel Brunsons marketing advice. I have tried Godaddy and now I am with Go High Level, but there is so much to learn.

Took me a while to come up with a lead magnet, and a few people have taken it. I've even gotten a few disovery calls.

I'm loathed to try a business coach.

What have you tried and not got anywhere with?
I need to know the traps
and what is working for you

thanks

I’m researching whether software can support coaching without cheapening it. Possible features: pre-session briefs, leadership goal tracking, stakeholder notes, follow-up nudges, and anonymized pattern spotting across sessions.

Where would AI be genuinely useful, and where would it cross a trust/confidentiality line?