Business Coach : Advice And Leadership
-The second one is I don’t know how to get a hold of– I just don’t know how. How do you do it?
-For me, it was really a matter of looking out there and going– OK, who’s where I want to be? You can swim for the fences. It doesn’t matter. The person can be the CEO of a Fortune 500 company. I’m telling you– there is something about being a mentor or business coach. It’s not only the protege aspect and what you get out of it. It’s what the mentor or business coach gets out of it as well.
We all duke it out every day. We’re all in our chosen profession, and we work hard, and we have good days and we have bad days. It may look real glamorous to the outside world, but we all have setbacks. It is so refreshing to spend 30 minutes or an hour a month or every other week with someone, just helping them. There’s no negativity. You feel good about yourself. You feel good about what you’re doing. I would swing for the fences.
-The third one you kind of answered earlier. A lot of people don’t know what mentor to call, because they don’t know where they’re going, and therefore they can’t find somebody who is successful at what they want to do, because they don’t know what they want to do. I think it goes back to earlier.
-That’s the hardest. That is the hardest one. Finding your voice and your vision is definitely the hardest thing to do, I think, in life. I think what happens is very few of us really invest in what that is. We just go with whatever the opportunity is. There are a million things you can do. Take personality tests. Taking an inventory of your strengths and weaknesses and matching that up with different careers. There are many ways to find that, but you’ve got to put in the time to do it.
-A little example here for you, as far as mentors or a business coach. Throughout the years, Chester Cadieux is the one who started QuikTrip. His son, Chet, I just kept cold calling that guy until his assistant– I think finally Valerie was like OK, fine. We’ll set up a meeting. I asked him what books to read. I asked him what systems he used to hire his people, how he incentivized his staff. I learned so much in an hour with him.
I met Mr Green, who started Hobby Lobby. I’ve met Mr George Foreman– a lot of these people. And I’m telling you– it’s hard to get hold of them sometimes, true. They did have very little time, and they don’t appreciate you showing up late and not being prepared. But I’ve found when I show up organized and have 15 minutes of their time, you can learn a ton.
-In a short amount of time. Which is part of why we have mentors in Thrive. That’s exactly what I know you’re trying to provide to a viewer, and I think it’s very valuable.
-Moving on to life lesson 6– choose a career that you love, not based solely on the pay. A lot of people are not doing this. A lot of people are choosing careers they don’t love, strictly based on pay.
-What would you say to that? This book, I would say, is really directed toward a graduate– a young person between early twenties and early thirties. Admittedly, this is difficult to do when you’re already in your midforties, midfifties and you’re doing something that maybe you don’t, but you’ve got to pay the bills.
What I’m not proposing is hey, everybody quit your job, file bankruptcy, and figure out. We have responsibilities. We need to take care of our families.
But if you get hold of this early enough– and I understand this is easier said than done– so many people just pick a job based upon the pay. And I think they end up in a career rut that may not fit them. I think it’s critical early on. You can even be in your first job. You’re going to have five to seven job changes over your life, at minimum. So you can even be in that and still studying this and trying to figure out, really, what you want to do.
An ideal scenario is you read this early, you have three or four internships while you’re in college to try to figure out what you really like and don’t like, and by the time you’re out, you have a very good idea of where you want to go.