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Posts Tagged ‘Sales Coaching’

VIDEO: How To Leverage The Power Of Fear to Become Unstoppable

Mar 5, 2010 Career Advice, Executive Coaching, How to Manage Your Team, Live Responsibly: Life Tips, Great Living, Sales Coaching, Videos, accountability, career coaching, coaching for managers, coaching salespeople, cold calling, training for managers


Do you allow fear to paralyze you or have you made fear your greatest ally? Does fear hold you hostage, preventing you from being more of who you are and what you want to achieve? Have you ever been in a position of action, yet felt powerless to take those steps you need to take to live your greatness, achieve better results or make the best choice because fear had it’s grip over you?

Are you driven by what you want most; your dreams, goals and passions – or are you fueled by fear, consequence and what you worry may happen or occur in the worst case scenario?

How do you manage fear? Do you embrace it or resist it?

In this video, discover how you can leverage fear and make it your greatest teacher so that you can become unstoppable.

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Coaching Questions Part 6 – Questions That Empower People To Create Their Own Solutions

Feb 19, 2010 Executive Coaching, Sales Coaching, career coaching, coaching for managers, coaching salespeople


These questions are perfect for coaching someone to come up with the solutions to their own challenges and problems. No more do you have to foster a team that’s reliant on you for all the answers. These questions challenge people to come up with the answers, while you guide and support them through the process.

Remember, treat these questions like a buffet – take what you like and leave what you don’t. Depending upon your situation and the individual you’re coaching, all questions don’t work for everyone, which is why you have a list to choose from. Keep in mind, you can always use these questions for some self-coaching to challenge yourself and increase your level of awareness.

1-If you were me, how would you coach yourself around this?
2-What do you suggest?
3-Listen to what you just said. What are you hearing?
4-What’s the outcome that you’re looking to achieve?
5-How have you typically handled something like this in the past?
6-What are some of the ideas you thought of that might work?
7-What’s the first thing that you need to do to resolve this?
8-What resources do you have available that might help?
9-What process can you put into place to make sure you consistently achieve the results you want?
10-What question, if you had the answer, would give you the solution you’re looking for? (What question, if you knew the answer, would solve that problem? What do you need to ask yourself?)
11-How should I coach you on this one?
12-Why is that important to you?
13-What did you just hear?
14-If you had to (generate more qualified prospects, boost the effectiveness of your presentations, qualify your prospects better, get more organized, etc.), what would that process look like?
15-Imagine for a moment that you are the client. How might you respond to your approach?
16-If you want to generate a specific response from your customers after presenting a solution to them, what approach do you think may be more effective?
17-If you were the coach in this situation, what changes would you like to see?

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Coaching Questions Part 5 – Questions To Challenge People and Bring Out Their Best

Feb 18, 2010 Executive Coaching, Sales Coaching, coaching for managers, coaching salespeople, training for managers


These questions are formulated to stretch a person to reach their fullest potential. They challenge someone directly, yet supportively and positively, to achieve more and do better than they have before.

Remember, treat these questions like a buffet – take what you like and leave what you don’t. Depending upon your situation and the individual you’re coaching, all questions don’t work for everyone, which is why you have a list to choose from. Keep in mind, you can always use these questions for some self-coaching to challenge yourself and increase your level of awareness.

1-If you could no longer use that as an excuse, what would another solution look like? (What would you need to change or do differently to achieve better results?)
2-(When the person says, ‘‘I can’t.’’) Okay, but if you could, how would you do it?
3-(When the person says, ‘‘I don’t know.’’) Okay, but if you did know, what would it look like?
4-What would doubling your effectiveness look like?
5-What could you do that would be uncomfortable for you but would cause a breakthrough and move you forward?
6-What would be easy for you to do this week? What would be a stretch for you? (You can’t stretch or challenge people until you know what would be fairly easy for them to accomplish during the course of a normal week.)
7-What is one thing you could do this week that would clearly demonstrate your commitment to your goal? (Look for evidence.)
8-What would be something you would consider challenging that you could do which would double your productivity?
9-When did you decide that was true? What else is possible/true?

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Coaching Questions Part 4 – Questions that Build Accountability

Feb 17, 2010 Executive Coaching, Life Coaching and Career Coaching, Sales Coaching, coaching for managers, coaching salespeople


These questions uncover the salespeople’s level of ownership and accountability around their goals, their job, and their problems – even down to the way they want to be managed and held accountable. These questions shift the responsibility back to the salespeople who are avoiding it and build in further accountability around their position.

Take a look at the bonus questions below, which are great for those people who may have struggled in the past meeting deadlines or commitments. While the source or the problem is typically a time management issue and their lack of having a structured routine, it could also be a limiting perception regarding how long certain tasks actually take, their a ‘yesaholic’ or they could simply be an adrenaline junkie who enjoys the rush when working on overdrive. So, keep an eye out for some of the symptoms that would support these observations.)

Remember, treat these questions like a buffet. So take what you like and leave what you don’t. Depending upon your situation and the individual you’re coaching, all questions don’t work for everyone so a few here may not work for you.

1-What gift or talent do you feel you are you not leveraging to the fullest potential?
2-I hear your good intentions behind reaching your goal. Can you share with me the evidence or activity that demonstrates your commitment to it?
3-What role are you playing in all of this? What part did you play in creating that (in your life)?
4-How have you demonstrated ownership of this?
5-What do you feel you are responsible for? What do you feel is outside of your control?
6-How would you like me to hold you accountable around your goals in a way that will sound supportive rather than negative?
7-How do you want me to approach you if you don’t follow through with the commitments you make? What would be a good way to bring this up?
8-How do you like to be managed? What type of management style do you respond best to?

BONUS QUESTIONS: Building Deeper Accountability around Meeting Deadlines

1-How long do you think it’s going to realistically take you to complete this task, considering the worst case scenario?
2-What resources do you need to complete this successfully?
3-What have you already committed to that you need to be mindful of which could get in the way of meeting this deadline?
4-Looking at your schedule and your current commitments, when can you realistically devote the time you need to complete this?

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Coaching Questions Part 3 – Questions To Get People into Action That Drive Desired Results

Feb 12, 2010 Executive Coaching, Sales Coaching, career coaching, coaching for managers, coaching salespeople


We’re all looking for results today – fast. But standing at the podium preaching to your team gets real old and tiring for both you and your salespeople. Moreover, it simply doesn’t work to effectively drive the change and the activity you need.

These result-driven questions get people out of their head, challenging their well crafted stories (excuses) and redirects their focus into action and the right activity. Shift the conversation to the actionable, measurable tasks they can engage in to achieve the specific and measurable results you seek, rather than you telling them what they should do. After all, if they come up with the solution, then they own it. And if they own it, they’re going to be more willing to act on it.

Remember, treat these questions like a buffet. So, take what you like and leave what you don’t. Depending upon your situation and the individual you’re coaching, every question may not work for everyone. Conversely, since we all looking for new and better results, take some of these questions out for a test drive, as you may not know how effective they are until you try them out.

1 – What do you want to be able to do quickly that you are unable to do now?
2 – What’s the right action for you to take in this situation?
3 – What are the steps you are going to take in order to resolve this issue?
4 – What are the three activities you can commit to doing this week that will move you closer to your goal?
5 – What shift do you feel you need to make in your thinking to achieve this result? (What limiting thinking do you need to abandon that is getting in your way?)
6 – What drastic changes can you make today that would support your goals?
7 – What would you like to have completed by our next coaching session? (What are you willing to commit to?)
8 – What’s the biggest change you are willing to make this week, starting today?
9 – What are you going to begin doing immediately after our meeting today?
10 – What are you willing to commit to doing this week that would give you a sense of accomplishment you can experience by our next coaching session?
11 – What are you willing to do or change in order to achieve this?
12 – What do you need to give up or abandon in order to achieve this? (In thinking and in action, old habits, etc.)

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Coaching Questions Managers Use To Get People To Recognize The Cost of Self Sabotaging Behavior- Part 2

Feb 11, 2010 Executive Coaching, How to Manage Your Team, Sales Coaching, Sales Management, coaching salespeople


Like most people, most managers I meet simply do not like confrontation. As such, they have tendency to avoid it at all costs. Now, I’m a huge advocate of motivating people by uncovering what drives them personally by tapping into their individuality, and then motivating them by pleasure, their goals, their dreams and their personal vision. While this is my preferred way of coaching and management, the unfortunate truth is, sometimes this isn’t enough for some people, especially those who simply aren’t getting the message that their behavior is going to bring them to a place where they don’t want to be.

The following questions hit on the cost of negative thinking or behavior. And the fact is, pain is always a greater motivator than pleasure. The benefit of using some of these questions is this. Instead of you having to deliver the cost incurred as a result of the individual perpetuating toxic thinking or behavior, you can get off your soap box and stop preaching by asking these types of questions in order for the person to realize the costs or consequences on their own.

Sometimes, when people uncover the cost on their own, and they finally hear it in their own words and voice, it leads to the momentum needed to create something new that would put them on a more productive path. And in many cases they aren’t even aware of their behavior or the repercussions they would realize as a result. Therefore, make sure you’re patient with them and give them the space to do some self reflection until they can come up with the solution on their own.

Remember, when asking the tougher coaching questions, it doesn’t serve you if you’re answering your own questions. So, if you’re asking the question, and then answering your own questions, then what do you need the other person in the conversation for!

Here are the questions to get people to recognize what they may not be seeing on their own:

1.What is this costing you (to continue doing things the way you’re doing them)?
2.How is that strategy working for you?
3.Do you feel that continuing this way is costing you something?
4.When you keep engaging in that behavior, what are the repercussions you may experience? How does your behavior affect you and those around you?
5.If you continue doing what you are currently doing, where do you think you will end up?
6.How does that affect you? (Your team, your legacy, your career here?)
7.How much longer are you going to put up with that?
8.What, if any benefit, are you realizing from continually doing things this way? (Yes, people still tap into any available energy source they can, even if it sometimes causes suffering or difficulties. This is a deeper conversation which requires the skills of a good coach as it’s often something they are not aware of.)

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Where Does Coaching Fall As A Priority for Sales Managers? Part Three

Jan 26, 2010 Executive Coaching, How to Manage Your Team, Sales Coaching, coaching for managers, coaching salespeople


Recently, I shared with you fourteen questions, observations and potential pitfalls that every company needs to address in order to ensure the long term success of any coaching initiative.

In this final part of a three part series, I answer the question, “Where should coaching fall as a priority for a sales manager and why?”

I will tell you with great certainty; there is no single activity that will drive more sales and produce better results that would be considered more important than effective coaching. As such, it is the most important priority for every manager and the greatest gift they can give to their team and quite frankly, to themselves.

So, why should coaching be a priority? In the spirit of efficiency, here are just a few reasons why. If you are coaching your people correctly, the majority of the problems that most managers experience go away or dramatically decrease. When managers coach effectively:

*Your sales increase and your people are selling more

*Performance and productivity improve

*Underperformers get turned around or handled quickly and appropriately

*A deeper sense of loyalty, trust and commitment is established between management and salespeople

*Performance issues decrease

*Communication breakdowns are practically eliminated

*The overall culture of the company is dramatically improved

*There’s greater alignment around goals with less pushback

*You attract better talent to your organization

*Top performers are happier

*You retain your best people

*Your team becomes more accountable and self reliant

*You find your job more fulfilling and satisfying

These are just a few of the top benefits you can realize when a manager is authentically coaching their sales team.

Moreover, I haven’t even mentioned how managers can then coach up to their manager and how it affects interactions amongst the leadership team which ultimately affects the sales team. Avalanches, of course, roll down hill.

Alternatively, there are still those managers who think they are coaching but are still experiencing problems and are not realizing these measurable benefits. If that’s the case, then simply put, these managers are not coaching, not coaching consistently or there are some gaps in their thinking, approach or skill set as a coach which they are not aware of or simply don’t want to change which is diluting the effectiveness of their coaching. For some managers, while contrary to their belief, coaching is more about changing your title and then continuing to manage your people the way you did yesterday.

For those coaches or managers out there who are coaching effectively, even those managers who are running into some challenges, I’d love to hear from you, feel free to send in your comments as well as your challenges so that I can address them here for you.

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Fourteen Questions, Observations and Potential Pitfalls to Address to Ensure the Long Term Success of Your Internal Coaching Program – Part Two

Jan 22, 2010 Executive Coaching, Sales Coaching, coaching articles, coaching for managers, coaching salespeople


Yesterday, I started answering the question, “I’ve heard various opinions about the importance of coaching. I’ve even heard some philosophies that argue sales managers shouldn’t be coaches at all? Where should “coaching” fall as a priority for a sales manager and why?”

As I’ve mentioned, failed coaching initiatives certainly do happen frequently in many organizations for a variety of reasons. The main reason is that, quite frankly, coaching is more difficult than most managers realize. Granted, there are a many moving parts and variables which come into play that would determine how effective the coach is, how valuable the coaching is, and whether or not all sales managers or even a specific sales manager needs to, or for that matter, has the opportunity to transform into more of a coach.

In this post, I’ve listed fourteen questions that every company needs to address in order to ensure the long term success of any coaching initiative.

1.How is coaching introduced and rolled out within the organization? Is coaching being positioned correctly? (Is coaching positioned as a perk to better support each person at every level or is it viewed as more remedial for the underperformer and “broken wing?” (I.e. “You’re broken and you need some fixing!”)

2.What type of coach training will the managers receive? This is another topic altogether, that is, how to choose the right management coach training program that will produce a measurable return on your time and monetary investment.

3.What is the company’s definition of coaching? What is the universal definition of coaching that each manager will be embracing? Ultimately, coaching is a language, a new way of communicating and engaging at a deeper, more meaningful level. This is why managers always have an opportunity to coach in every interaction.

4.What is the level of buy in and commitment from the top? Are senior leaders fully onboard and supportive of this initiative? Will they be coaching as well? In some companies, I’ve seen senior leaders actually pull their people out of a management coach training program! (Hmm, now what message is being sent here?)

5.Building off the commitment of senior leadership, has coaching been made a priority as reflected in the manager’s new daily responsibilities? Has more room been made in the manager’s schedule, have certain activities or tasks been removed or their workload decreased to make room for coaching, has more support been given to management so they can offload some of these activities that have now been marked as less of a priority in relation to coaching?

6.What is the commitment each manager has to their team around how each person wants and needs to be supported based on their individuality?

7.Does the manager have the right team to be coaching?

8.How willing is the manager to develop this new skill of coaching in order to make their people more valuable? (This is management’s primary objective.)

9.How effective is the manager in enrolling their salespeople around being coached? Did they uncover and shatter negative assumptions, faulty thinking and costly perceptions around coaching?

10.What is the level of trust between the salesperson and manager? Was it established, confirmed, assumed or re-created?

11.Is the manager also a producer? Coaching is challenging enough for managers. Does this create an even more challenging dynamic if there’s a sense of competition between manager and salesperson? (Is the manager’s personal agenda aligned or conflicting with coaching?)

12.What is the level of consistency and follow through in the coaching? Does the manager only coach in ‘good’ or in ‘bad’ times?

13.Is there a dedicated coaching team? If the manager doesn’t deliver formal coaching (as in scheduled weekly or biweekly coaching sessions, for example), then someone needs to do so. In some organizations, it’s worked to have a separate sales skills coaching team that fills some of this void, whether it’s outsourced or done internally. Keep in mind, this doesn’t dismiss the need for managers to learn how to coach. What it does is help leverage the manager’s time and complements the coaching they are doing with their team. After all, the manager will still need to support the work that the external coach is doing with their team.

14.Who will be coaching the coach? Is this coaching initiative reactionary and event based or built to sustain itself over the long term? Training your managers in effective coaching skills and providing them with a framework they can use to coach is only one part of the equation. After the training is over, what is being done to reinforce the coaching and what was learned during the coach training program? What level of continued support is being provided for management to ensure that the managers themselves have a coach to lean on for support and accountability throughout the process? Who can the manager go to for situational coaching where they can share what they’ve experienced while coaching their salespeople as well as discuss their challenges and goals in a safe and confidential setting? Offering ongoing coaching for your managers will further embed their newly learned skills and the approach they need in order to lead and develop their people. Having a coach for the managers also sends the right message to your salespeople regarding the stand that management is taking around coaching by demonstrating the importance of coaching – at every level.

These are just a handful of questions, observations and potential pitfalls that every company needs to be mindful of and address to ensure the success of any long term coaching initiative, as well as the level of success that the manager will be able to realize when coaching.

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Should All Sales Managers Be Sales Coaches? Part One

Jan 21, 2010 Executive Coaching, How to Manage Your Team, Sales Coaching, coaching for managers, training for managers


On LinkedIn the other day, I was directed to a question about coaching. That questions was, “I’ve heard various opinions about the importance of coaching. I’ve even heard some philosophies that argue sales managers shouldn’t be coaches at all? Where should “coaching” fall as a priority for a sales manager and why?”

Over my next three blog posts, I will be providing some deeper insight and more clarity around these pressing questions.

Whether or not all sales managers should be coaches is a big topic of discussion. Conversely, it’s difficult to determine the priority level of coaching for the sales manager if this question isn’t addressed as well, if not first, as it speaks to the foundation that each organization needs to build upon if they truly want to transform their company and their culture into a true, sustainable coaching culture. Ultimately, it’s the environment in which coaching is being cultivated that will determine success or failure. Coaching needs to become the priority of the organization to ensure the deepest impact.

So, let me qualify my response to the initial part of this question by saying, in the right environment and based on my definition of coaching, every manager needs to expand their role as a manager and develop the essential skills needed to become an effective coach. Coaching is now part of every manager’s job description and is a non negotiable core competency they need to develop. Coaching is not just an event, nor is it something that happens only during regularly scheduled coaching sessions. Coaching is a language and a more powerful way of communicating. It is something that can be leveraged during every conversation. In short, my definition of coaching is the art of creating a new possibility. Now, whether or not the manager “should” coach, wants to coach or can coach, both in ability and in execution, and do so effectively and consistently is dependent upon a variety of factors, which I’ll address shortly.

Coaching is the missing discipline of leadership; a learned and developed skill for every manager – and given the measurable results that effective coaching drives (measured through objective company /industry surveys as well as what I’ve experienced coaching thousands of managers and salespeople), coaching isn’t going to become the next great fad that fizzles out or the flavor of the month. Masterfully delivered coaching is here to stay. Whether or not a company weaves coaching into their culture isn’t a question of “if” but a question of “when,” as those companies that have done so successfully will report that coaching has provided them with a competitive edge, which has allowed them to respond better and faster in the new marketplace.

Conversely, failed coaching initiatives certainly do happen frequently in many organizations for a variety of reasons. The main reason is that, quite frankly, coaching is more difficult than most managers realize. Granted, there are a many moving parts and variables which come into play that would determine how effective the coach is, how valuable the coaching is, and whether or not all sales managers or even a specific sales manager needs to, or for that matter, has the opportunity to transform into more of a coach.

I will be listing a handful of these determining factors in tomorrow’s blog.

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Reaching Year End Sales Goals – The Coaching Conversation Every Manager Needs to Have With Their Salespeople

Jan 18, 2010 Communication, Executive Coaching, Sales Coaching, Sales Management, coaching for managers, training for managers


It’s the third week in January. Do you know where your goals are? At this point, a good number of managers have already set their 2010 sales goals for themselves and for their sales team. Whether these goals were sanctioned from the top, developed through a mutual collaboration between the salesperson and the sales manager, have been calculated by a formulaic process based on the salesperson, the marketplace and their territory or were developed and disseminated to their salespeople with a more reactive ambiguity, (“Just get out there and sell more this year!”) the majority of managers are thinking about making 2010 a better year than its predecessor.

While some level of goal setting activity has taken place or a declaration has been made by the manager how important it is to “do better this year,” it’s the deeper conversation that follows the goal decree which I often find missing within sales organizations that needs to be facilitated by management.

Sure, you may have set the sales goals with your sales team, and you may have even discussed strategy with them; that is, how they are going achieve their goals. You may have gone as far as having your salespeople submit a business plan to support this. While these are healthy practices for management and for their salespeople, these sparkles of management brilliance do not encapsulate the full composition needed to ensure success throughout the year.

For example, when discussing your sales goals with your salespeople, did you address the following topics?

Exactly how they are going to attain their goals; that is, the strategy that needs to be executed.

*Their level of buy in around their goal.

*Their level of confidence around attaining their goal.

*The potential roadblocks that can sabotage their efforts and prevent them from reaching their goals.

*The role they want you, as their manager, to play in supporting them.

*How they want to be managed around their goals.

*How they want to be held accountable around reaching their goals and how they want you to approach them if they drop the ball.

*The structure they need to put in place regarding how they will manage their daily activity that will move them towards attaining their goals.

What follows is a brief outline for any manger to use when conducting that coaching conversation with their salespeople around their yearly sales goals, while ensuring your salespeople are bought into being coached and supported by you. You will notice that these questions will address the gaps I mentioned that often go overlooked until it’s too late. At this point, managers now find themselves in the reactionary position of spending their time managing problems and fires rather than managing goals and coaching their salespeople on achieving them.

Please note that the following outline and questions have been developed with a few assumptions in mind. First, you are already coaching your salespeople. Second, your sales team is bought into being coached by you. Third, you are truly coaching them using a proven coaching framework (rather than relabeling how you managed them yesterday as coaching). Finally, their sales goals have already been established. (We’re not talking about their personal goals at this time.)

Keep in mind, this is just an outline. While it’s critical to appreciate the importance of having this conversation with each of your salespeople, you may want to fine tune it to best fit your situation.

Step One: Schedule at least a one hour meeting. (This is a conversation too important for anyone to rush through. After all, planning for the race always takes longer than the race itself.)

Step Two: Set the expectations of your meeting and what the objective of the meeting is with them. For example, “I want to use our time today to discuss your goals, how I can support you around achieving them and how together, we can develop the best strategy for you that’s going to drive the results you want.”

Step Three: Discuss the goals that have been set. Ask questions such as:

1.“So, how do you feel about your goals?”
2. “How did you come up with that goal?”
3. “How confident are you about achieving this goal?”
4. “Why?” “What’s making you feel that way?”
5. “What would it mean to you if you achieved these goals? (Personally/professionally)”
6. “What’s the cost you would incur if you don’t achieve them? What would it mean to you if you don’t achieve these goals? What would happen then?” (This isn’t old school motivation by fear or consequence. Rather, for those underperformers who need to understand that there may be a consequence incurred if they fail to reach their goals, this helps them articulate it in their words, instead of the manager standing on their pedestal preaching the consequences to them and sounding like the bad guy. Remember, people listen better and believe what they say more than what they’re told.)

Step Four: Enroll them in coaching (if need be). The timing to do so is perfect, as coaching is the means for them to achieve their goal and how management needs to support their people in doing so.

Step Five: Facilitate this conversation using the following questions:

1.What are the parts of your job that you’re exited about and motivate you?
2. What do you want to/need to achieve in the short term/long-term that will support your goals? (If you’ve already established this, i.e. in their business plan, you can skip this.)
3. What’s your action plan and strategy to achieve your goals? (If they don’t have one, make sure they have a top level view of what this could look like and make this one of their action steps that they need to complete for your next coaching session with them. You can start this process by asking them, “So if you were going to put together an action plan and a strategy to achieve your goals, what would that look like? What would some of the necessary components of your strategy be? Think about the last goals that you’ve achieved. What has made you successful before?”
4. How can I best manage and support you to achieve these goals?
5. How do you like to be rewarded/acknowledged for a job well done?
6. How will we measure your success and progress along the way? (30, 60 and 90 day milestones and mini-goals are critical to maintain your sales team’s focus and motivation throughout the entire year. A year end goal is a long way off. So, celebrate wins along the way and use these milestones as an opportunity to adjust or modify their strategy if necessary.)
7. What might sabotage your efforts to achieve these goals? What do we need to look out for that would get in the way of achieving your goals? What safeguards can we put into place to ensure that doesn’t happen?
8. What structure do you need to put into place in order to make sure you’re engaging in the right activities each day that support your goals while keeping the distractions at bay? (Hint: A structured routine!)
9. How can I hold you accountable around your goals in a way that will sound supportive rather than negative?
10. How do you want me to approach you if you don’t follow through with the commitments you make? What would be a good way to bring this up? How do you want me to handle it?

Step Six – Debrief:
1.So, how are you feeling about our conversation (and first coaching session)?
2. Do you have any concerns moving forward?
3. Great, and to reconfirm next steps, what are you going to be working on next? (What are the action steps you’ll be taking based on our conversation today?)
4. Lets go ahead and schedule our next meeting. What are you willing to commit to having completed by then?
5. I’m looking forward to working with you so that you can achieve your goals this year!

TIP:
Give your salespeople the space to answer these questions. Remember, some of these questions are not only questions you may have never asked your salespeople, but questions they, themselves have never been asked before. So, don’t rush them through this important process of self discovery and do make sure they answer your questions completely.

Additional Questions to Use:
• What do you want in your career that you don’t currently have?
• What do you want to be doing that you aren’t currently doing?
• What are you doing now that you don’t want to be doing?

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