Fast Coaching®

Inspire Your Sales Team

Origins of Continue & Begin Fast Coaching®

I developed Continue & Begin® when lecturing mature students in management studies.

One-to-one tutorials were enlightening. I found to my surprise even the most self-assured, assertive and apparently confident managers harboured anxieties and self-doubt about personal performance and capability. I discovered that only a few of my students were skilled at celebrating their successes.

For many, their critical inner voice was hard at work undermining their achievements and skills, suggesting frailties hidden from others, and re-running internal videos and audio tapes of things they wish they had said and done at work and things they wished they hadn’t said and done. ‘What other people think’ was a thread through much of their internal processing. Many of my students were outstanding at personal criticism. I clearly remember during coursework assessment giving one manager a ‘Distinction for Self-Flagellation’.

Trust began to build between tutor and student. Managers’ personal masks fell away, and the real person emerged. Tutorials became honest and hidden anxieties surfaced. “What if I fail?” and “I can’t do this” were phrases I heard often.

I encountered managers who were clearly under enormous personal pressure, in responsible managerial roles during difficult economic times. Many students had the additional burden of organisations which dwelled on ‘improvement needs’ with minimal recognition of continuing successful performance. The financial well-being of their family unit depended on success at work. It was a potent mix – strain at work, money worries, balancing home life, childcare, and relationships – and now a professional development management course!

I determined to embark on a programme of ego-strengthening. The origins of my strategy lay in therapeutic work I was studying at the time. I began each tutorial with Enforced Celebration. I asked each management student to highlight their professional and personal achievements since our last tutorial and to make a note of these successes. I was ruthless in demanding adherence to ‘celebration’. The effect was dramatic. Students’ physiology changed, their facial expressions, posture, breathing patterns, minor motor movements, skin tone and language patterns, all changed as they began to acknowledge their achievements and recognise how talented they were.

For some, we considered “What would happen if?” and an early version of Can’t to Can Belief Busting® evolved. For others, we explored what eventually became known as their Structure of Well-Done-Ness®.

Confidence was manifest! Students began to think of professional development built on a platform of personal confidence. Grades improved. We won Awards! We were onto something…

Confidence and Motivation

People with low self-image tend to have low motivation. Fact.

When I was facilitating tutorials with management students the more they spoke about the burdens they were carrying, the pressure of work, their employers’ emphasis on continuous improvement in everything they did, and the stress levels they were experiencing, so their physiology and posture changed downwards, their breathing reduced in frequency and volume and their language became focussed on negativity. They were concerned about failure.

For some, their employer’s expectations evolved into (perceived) threatening demands, followed by layer upon layer of additional task. This is not a fertile environment in which to explore personal development and growth!

Asking people with low belief about self to take on significant personal change is a recipe for disaster.

This is why Continue & Begin Fast Coaching® is structured the way it is. We start with mandatory celebration – an emphasis on identifying and enjoying examples of recent personal success, no matter how trivial.

We build up Continue To successes until the coachee’s ego is strong and the physiology, posture, breathing patterns, and language has changed to one of personal empowerment. It is critical to the success of the Begin To stage that the ego is strong enough to take on new ambitions. Without this in place the coachee is hamstrung by self-doubt and scepticism about the realism of new ambitions.