What's the definition of training?
Teaching somebody how to do something the way you want it done.
Consulting: expressing what you know.
There's a big confusion between consulting and coaching.
What a lot of consultants did, I'm learning, because of all the people I'm talking to,
a lot of consulting firms just threw "coach" into their name, and now they're still doing
the consulting and people are saying, "We already spent tens of thousands of dollars
and got nothing out of it.
Everything they told us to do, we don't have time to implement."
Basically, in a nutshell, that told me that was a consultant.
Here's a consultant, is you ask someone for their opinion.
"What do I need to do in this situation?"
A consultant will come into your firm, analyze what you do, how you serve the world, I'll
call that, and then they'll tell you what to do.
They'll make recommendations.
Tell you what to do.
That's consulting.
And you notice I don't do that.
I don't come into your business and analyze your business and tell you what to do.
Then coaching being the next one -- I am training, right?
This is my training, these two training days four times a year.
The definition of coaching: it's a two-way communication.
Coaching is asking you what you see the problem to be, helping you come up with ideas and
solutions, picking a date.
"So when are you going to do that?
When are you going to have that conversation?"
Coaching.
It's so different from consulting.
The biggest thing, too, is consultants will say "No, I talk with my clients and stuff,"
but coaching is about you wanting to do it.
You identifying what you need to do and you wanting to do it.
And I'll be there to cheer you on, encourage you, to crack the whip when it needs to be
cracked, and to be your -- what is it?
"Nag-ivator."
So I'll be there to do all of that stuff.
That's the coach.
But you've got to do it.
And this is what consulting is lacking.
I'm not saying there's anything wrong with consulting; it just isn't coaching.
So if you get a consultant in there to analyze and tell you what to do in your business,
what needs to be done according to them -- and they're probably right if they've got all
these raving fans, raving clients -- so they tell you what to do, but if you don't do it,
it doesn't get done.
Because nobody can do it for you.
It's your business.
We've got training, consulting, coaching.
What's mentoring?
This is the most important function amongst your team players, is mentoring.
Mentoring is the senior person who's been there, done that, who can shorten the learning
curve for the new people.
And that's you at times, because you're hiring on people who are going to be replacing you
in your position and you train them on what to do and how you want it done, and now you're
working with them and mentoring them on "Yeah, okay, I see you did it that way and that's
cool, but here's a shortcut."
So they don't have to take the 20 years that it took you to get to where you are; here's
the shortcut.
So that's the mentoring.
It's excellent if, in your team, when you bring new people in, you put them with people
you like the way they do things, they do it quickly, effectively, efficiently, all that
stuff.
So you buddy them up.
You use the buddy system with somebody.
And you've got to be careful with personalities, too.
Just take a look for the control-accomplishments-relationships, if you just do that simple one.
Put control with relationships; don't put two relationships together, don't put two
controllers together.
Two accomplishments, you can put them together.
I mean, you can, because we're all people and we can do everything, but the best, most
effective way is a control and a relationships person together.
And then accomplishments go with everybody and they also go with each other.