Posted by GozHa on Monday, August 6, 2012

Winning coaches understand if they want to keep winning they can't focus on the score. The score can't be coached or managed. Instead, they have to identify the causes that produce the score they want and start coaching and managing those causes.

Are you running an organization or managing people. Are you an executive who needs to improve their company's results? It's fairly simple, even easy, to identify the results you want or need to produce. However results can't be managed. Improving areas or generating new results requires identifying the causes that produce them and coaching and managing those causes.

The first thing to acknowledge is that all working people are like performing artists. They're really the same as athletes, actors or musicians who need coaching or direction to produce peak performance. Once you acknowledge this you can begin to understand their need to be coached. In fact, you will start to understand what's missing in most organizations. IT'S LEADERSHIP AND COACHING!

Here are the areas and some specifics for you to get started if you are going to stop being a frustrated traditional executive or manager and become a successful leader who coaches people to their peak performance.

Create A Performance Culture
Instill an attitude that their work is a performance art. Build a team of passionate people who care about customers and helping people while being an advocate for their profession. This will require the full force of your will. You'll need a firm belief that you are working to leave a legacy, not just working to produce results. I used to advise my clients to only hire people who already had a passion to pursue being their best and had an outstanding work ethic. This doesn't work any longer because you won't find enough people that possess these traits. We've experienced too much of a deterioration in what's considered average. Our standards have fallen. You need to be prepared to develop and inspire people to grow and improve if you want to be a successful leader or coach.

Do you know your next employee? Do you have a bench, feeder system? Do you know where to look for your next employee? A coach's first action is to recruit people. This has two purposes. First, performers should know if they don't perform they can be replaced. This is the first step in instilling a performance culture. Second, and more obvious, you need to find the people you want to work with. You want to do this differently than your competition so you have a better chance of hiring people you can coach who will create a winning organization.

Attitudes produce actions that generate results. Attitudes are dominant thoughts and beliefs that make up a person's state-of-mind while raising their ability to perform to their peak. Top coaches manage attitudes that create the company's atmosphere or culture. Coaches instill dominant thoughts that create positive attitudes and high emotional intelligence. This requires making personal contact daily with your people to check their attitudes. This allows time for you to support positive attitudes or coach them up to make sure they are ready to perform.

Teaching/Training...Skills and Knowledge
Coaches are always teaching. They teach to improve the skills and knowledge of their people. They train people by holding them accountable to learn and improve.  It's a coaches responsibility to make sure people train so they are prepared to perform to their peak. Being a teacher and trainer is an ongoing part of being a coach. So, coaches have to study, learn and grow regularly if they are going to be a successful leader. Regular scheduled education for learning and growth are a coaches responsibility but creating a culture where change, learning and growth are a habit is the real requirement for success.

Managing actions is the exercise of assigning and monitoring the work of your people. The people who don't want to improve won't like being held accountable and they often call this micro-management. It's not micro-management, it's responsible management. There are two distinct purposes for monitoring work. The first is accountability. The second, and most important, is to create real life opportunities to coach attitudes, teach skills and knowledge while assigning actions to be taken that you can monitored and do this all again. This is the circle of coaching, teaching, training and managing to coach teach and train that will produce the improved results you desire.

These are just some of the skills a successful leader and coach must master and practice daily. Peak performing management and coaching are often the missing links in a company or organization. I have been coaching, teaching and training executives and managers for more than 20 years. I was first taught these traits by my father, a football coach, and later had them reinforced in one-on-one sessions with John Wooden. I have since practiced, polished and developed them in real life business environments while by implementing them with my clients.

By Mike Moore



Posted by GozHa on Tuesday, July 24, 2012

"The most difficult thing I do is getting them ready to play each week." Vince Lombardi.

My father, Charles Moore, was a coach and leader.  He raised me, taught me and prepared me to become a coach and teacher. I grew up in his coaching office watching game film, on the practice field and in the locker room. I spent time with him learning to game plan and plan practices to prepare athletes to execute his plans. I watched him prepare his players to perform and was on the sidelines and heard the in-game coaching,  halftime adjustments and post game speeches which were always to get them ready again. Then I spent time listening to other coaches exchange ideas and heard coaches speak at coaching clinics. I am a coach's son, raised to be a coach and thankful for the lessons I learned.

The last time I spoke to legendary Major League Baseball Manager and family friend, Bobby Cox, he reminded me that I was doing what my father raised me to do...In business, rather than in sports.

My father exposed me to many of the great coaches of the past 50 years and I learned from all of them. Coaches like Vince Lombardi, Bear Bryant, Tom Landry, Red Auerbauch,  Don Shula, Chuck Knoll. Then I began to study coaches like Bill Walsh, Bill Belichick, Pat Riley, Phil Jackson, Tommy Lasorda, Bobby Cox, Bill Cowher, Mike Tomlinson, Pete Carroll and Jim Harbaugh. The one who influenced me the most after my father, was in my opinion the greatest coach of all time...John Wooden.

My Dad spent my childhood, teenage years and early adult life preparing me and helping me refine my coaching insights and skills. He and I talked for hours on end about how to apply what we both knew about coaching to business leadership and management. We found that all he had taught me applied to coaching, executive leadership, sales management and salespeople. In addition, I learned something from every coach I ever played for, every person I ever worked for and every client I every consulted with or trained...Every single one of them!

I found that life and business was a performing art, just like sports. I also learned that people performed best when 'coached up' by a leader. I believe that sports are important to society not because of who wins or loses but because of the lessons we can learn about peak performance, coaching, teamwork and leadership. Don't get me wrong, winning makes playing the game more fun, just as achievements make life more fun, and coaching and leadership is about preparing people to have more fun!

After using all I had learned to lead, coach and manage people, I began writing, speaking, teaching and training about what I had learned that would help others prepare to perform to their peak to produce their best results. 

I was blessed in 1996 to have John Wooden take the time to meet with me. We spent hours discussing coaching, leadership and teaching. John graciously spent those hours at his home in Encino, California where we shared ideas about how leaders should view winning, losing, relationships and life. He opened up and shared his wisdom and insights and patiently answered all my questions. I lost my father, Charles Moore, in 1992 and John in 2010. I miss them both and feel very fortunate to have called them my mentors and coaches...I love them both.

Their influence and impact on me, and many others is their legacy and the reason they will never be forgotten. The lessons I learned from my father, John Wooden and the other great coaches have served me well and helped me serve others.

Now, I am teaching leaders, managers and coaches how to build businesses, teams and individuals that produce their best results. The following are some of the high points I teach in my 'Locker Room Leadership' seminars and coaching sessions.
  1. Great leadership, coaching, teaching and managing is an act of will.
  2. Leadership is something you do with people, not to them.
  3. If you stop learning you'll stop leading.
  4. In a locker room, boardroom, sales office or any group, if you pay attention, you can hear and feel the attitudes of the people.
  5. If you pay attention you can tell if people are ready to perform.
  6. Peak performance is a Spirit (Attitude), Mind (Knowledge and Skill) and Body (Actions) experience...To win in sports, business and life, they have to always be in that order.
  7. Leaders don't worry about averages or excellence they raise the standards...The lowest form of behavior that's acceptable.
  8. Who you are as a coach or leader is the lowest form of behavior you except...It's not your average or top people's performance but your lowest producing performers...That's who you are as a leader.
  9. Winning coaches spend time with the people they least want to engage...The people who need to improve the most.
  10. Leaders assign, monitor and teach to generate improvement.
  11. Leaders manage the atmosphere...the air! They do this by managing attitudes because attitudes create behavior that results in winning.
  12. Leaders inspire, motivate and hold people accountable to be their best.
  13. Leaders challenge people to change their average thinking, so they can grow and improve.
  14. Leadership skills can be taught, learned and improved but need insight, intuition and a personal touch to become most effective.
  15. Great leaders love people...That's where their insight, intuition and personal touch comes from.
  16. Most managers and coaches sabotage the results they want by trying to manage the results.
  17. When you manage results you’re too late to lead.
  18. Results, the score and winning, can’t be managed. Winning comes from preparing the spirit, mind and body.
  19. Results, the score and winning come from the intentions, attitudes, skills and actions that were present long before the results.
  20. Intentions, attitudes, behavior and skills can be taught and managed through the discipline of preparation.
  21. Winning will take care of itself when leaders manage the things that create the score.
  22. Leaders lift people to accomplish beyond their own expectations through preparation.
  23. Never forget that your standards define who you are as a coach or leader.
  24. Leaders never compromise their standards, instead they use them to teach, motivate and inspire.
  25. Leadership is about people first but no one person is more important than the team.
  26. Treating everyone the same is the fastest way to show favoritism.
  27. It takes courage to treat each person the way they deserve to be treated…The way that's best for them.
  28. Leader’s help people grow and become their best by working with them, to get them to do the things they don’t want to do, that will create the results they both want.
  29. Leaders manage people’s intentions, attitudes and dominant thoughts that create the behavior that produces the results.
  30. Leaders pay attention and listen to manage the atmosphere by managing the attitudes and state-of-mind of people.
  31. Great leaders get uncommon results from common people by requiring them do the work to become uncommonly prepared.
  32. In the absence of leadership, mediocrity will lead and failure is assured.
  33. You won't know how good a job you've done until you see how the people you've led, mentored and coached turn out...Sometimes that takes years.
 By Mike Moore


Posted by GozHa on Wednesday, July 11, 2012

Leaders believe things can be done more quickly and that more is always possible. They understand there are limits but are always looking for ways to exceed them. They see obstacles as a sign they are on the right path to accomplish significant results because obstacles stand between mediocrity and their destination.

This often makes them hard to deal with if they aren't servant leaders who realize people come before results, because people produce the results.

Being decisive and taking action are key traits of these top leaders. They don't wait for the perfect plan because they know it doesn't exist. Instead, they are flexible so they can take actions to implement their plans and perfect them as they go along. This produces positive results while others are working to perfect their plan. It also creates a culture of change, adaptation and flexibility within the people in the organization they lead. In addition, it provides the opportunity to coach, teach and train people as they implement and adjust their plan.

These top leaders aren't quick to make decisions because they are rash or rush to judgement. It's because they are always paying attention, have a vision, purpose and mission that drives where they are going. This helps give them understanding, insight and intuition that enables them to be decisive and take action.

They adjust as they go because they are confident enough in where they are going so their ego doesn't get in the way. This allows them to be flexible by not worrying about being right, but instead, focusing on doing what's best to get where they are headed.

So, leaders know where they're going, pay attention and make decisions with ease. They challenge their followers to the point that they are often seen as unrealistic and impatient but these traits serve to produce superior results.

By Mike Moore



Posted by GozHa on Monday, June 25, 2012


     Be accountable...Take responsibility
     Create an open, positive, risk taking environment
     Focus on solutions, not fault finding and assigning blame
     See unwanted results as an opportunity to improve individuals and the organization
     Don't be defensive...
     You don't have to have all the answers...Just help people find them

     Raise the bar...The lowest form of behavior you allow is who you are as a leader
     Blur the lines between job assignments...The mission is everyone's job
     Don't allow average behavior
     Assign and monitor all work to teach and coach using specifics
     Hold people accountable

     Manage people's attitudes before they become actions and poor results
     Don't allow people to accept average behavior
     Care enough to challenge people to get them to do what they don't want to do
     Don't overreact...Make people more important than results and the results will improve
     Teach, coach and mentor to help people grow

     Make taking time for people a priority
     Be respectful...Pay attention and listen
     Ask people's opinions...Pay attention and listen
     Reward extra effort...Pay attention
     Make people feel important...Pay attention
     Did I mention...Pay attention

     Be a change advocate...Lead the change
     Encourage change...Ask people how they and the organization can improve
     Question everything...Never except or settle for the status quo
     Help people change to improve...When they don't, change your people

Be mindful that people will treat each other and your customers the way you treat them!


Posted by GozHa on Monday, June 11, 2012

We are headed for more trouble as many of you are witnessing and sharing with me daily. The majority of stories shared with me include faltering hopes, negative attitudes and a sense of doom from those on the front lines of business...salespeople. Frustration is mounting among many salespeople that their daily reality and their companies leadership approach aren't aligned. In fact, many salespeople feel their companies leadership is detached from their reality.

We are, and have been, in a transition to a 'new age of business' for many years. As a point of reference, the 'digital age' wasn't a transition to a new economy or age of business, it wasn't an age at all. It was the addition of advancing technology to the industrial age. The transition we are in now is a transition as significant as the one from the agricultural age to the industrial age and includes a shift to a 'new economy'. We have been experiencing the pain of this transition since 2008 because it was seen as part of the old cyclical economy instead of a major transition or shift.  

Leaders responded with old solutions to past cyclical downturns, instead of reacting to the transition with new ideas, thinking and actions.

Many business leaders are still suffering from 'economic normalcy bias'...They believe because it's never happened to them before it won't happen now. Their past experience and comfort clouds their vision. What they're experiencing is very much like the people who believed the earth is flat...Their belief didn't make it true, it only held them back and robbed them from exploring what was possible. It took new thinkers with a vision of a new world and the courage to fail, to explore the truth and succeed...Just as it will today. Mainstream economists are starting to acknowledge that we're not in a downturn but have entered a 'new economy'.

Too many leaders and almost all followers are waiting for and banking on a recovery that isn't coming...I am not sharing this with you as bad news, it isn't doom and gloom. In fact, this transition is good news! 

Great news, in fact, for those with clear vision, courage and the right attitudes to take advantage of the opportunities a 'new age of business' presents. The leaders in this 'new age of business' will experience great new successes just as those in the past did.

Struggling with this transition shouldn't come as a surprise though. It happened before. It's hard to be a successful leader from one age to the next because what made you a success in one doesn't assure your success in the next.

Contrary to most, I don't believe change is painful...I believe it's the resistance to change that causes the pain. The evidence of this is seen when we embrace change and become reenergized with new vision for the future or resist change and suffer in the fight to maintain our comfort with our status quo and past successes.

The old cyclical economy is broken and there is no recovery coming but there are many opportunities for new leadership to succeed today and in the coming years .

What we are experiencing is different, unique in fact. Changes in demographics, business and work ethics, consumer attitudes, economic debt, technology and globalization have all come together to drive this transition. There will be many winners in the 'new age of business'. The question is will you be one or will you get caught holding on until it's too late?

For those leaders holding on to the old economic model, the temporary short-term successes experienced, read or heard about, just help them hold on to the status quo a little longer and postpone their successful transition. 

For those with vision, who trust their instincts and truly believe people are a businesses greatest asset, new achievements and success are just around the corner.

Change, real change, is coming and it's bringing with it new amazing opportunities for those with the courage to truly put people first, hold them to a higher standard, embrace new thinking and take bold new actions. These people will become the leaders in this 'new age of business' and begin to writing the next chapter in history.

Welcome to the 'people first age of business'.
By Mike Moore


15 Ways to Acknowledge Your Sales Management Team's Efforts

Posted by GozHa on Friday, June 8, 2012

You may think that you have the best revenue control team around. But do they know how you feel? Finding little ways to recognize your staff's performance can go a long way to reducing income and increasing the success of your company.1. Create a message panel in a highly noticeable place, e.g., the boardroom where your revenue agents satisfies, the staff space or cooking area area, where you
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Hello World

Posted by Anonymous on Thursday, June 7, 2012

Hello World
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