We’ve all been there…

You’ve worked hard to gain your coaching accreditation.

You now have to get your name out there by focusing on marketing and selling your expertise.

You know your stuff…

What is the 
EXECUTIVE COACHING & MENTORING UNIVERSITY™?
(or ECMU™ for short)

It's a 3-Day LIVE workshop where you will learn an unique framework called the 10x ROI COACHING ROADMAP™ into which you drop your coaching skill, experience and style so that you can demonstrate to your client not just the commercial but also the cultural return on their investment.

Here’s a mistake I see…I see far too many coaches jumping straight into marketing and selling by casting their net TOO wide... using a scattergun approach to target and find prospective clients without being really clear WHO – specifically - they can help. In their mind, they see any organisation as a prospect, no matter what the industry or sector… …and the consequence of that for both new and experienced coaches is that they rarely have credibility in both public and private sectors, or across all industry sectors, which means that their coaching business is likely to FAIL within the first 5 years.  It’s like that old saying “If you don’t know where you’re going, you’ll probably end up somewhere else!”

As well, the pain points are very different for different organisations and industry sectors, which makes it incredibly difficult for their messaging to land effectively.

Here’s another issue I see…I see far too many coaches starting their coaching engagements without assessing the organisational climate and how receptive the coachee is to coaching…let me use a gardening analogy…no garden will blossom unless the soil is thoroughly prepared BEFORE the planting starts. Its exactly the same with decorating your house…preparation of the walls and the woodwork is essential before applying ANY paint…

…and the net result of NOT doing this calibration is oftentimes that coachees are distracted by what is happening in their workplace and maybe to them personally, which makes it hard for them to engage fully with the coaching. Coaches typically find appointments being cancelled and homework assignments not being completed.

In one case I know there was a Partner in a Magic Law Firm – she had a tendency to bully others especially when under pressure, which was most of the time! She was ‘told’ (never a great start) to work with a coach if she wanted to be a Managing Partner (which she did). Two sessions in, she admitted openly she was “playing the game”. She just needed to ‘complete’ the coaching programme to be promoted. She had no intention of changing her behaviour.

Consequently coaches aren’t setting up their coaching engagements in an optimal manner to build a strong return on investment measurement at the end – not just commercially but culturally as well.

Another problem we see time and time again is that while all coaches OF COURSE accept that any coaching journey starts with agreeing objectives…most of the time those objectives are too woolly and vague, they’re simply not robust enough.

In one case the client organisation’s HR Business Partner asked for a coach who could help an individual who was being disruptive during meetings but in the 3-way meeting (coach/coachee/line manager) the coach agreed coaching objectives in a number of unrelated areas. The coach was later criticised by the HRBP for not following the brief – the coachee’s meeting behaviours still left a lot to be desired!

So what, you ask? Well think about it…it’s going to be nigh on impossible to ensure any kind of measurable return on the client’s investment, let alone 10 TIMES their investment! Its like trying to build a house on foundations made of sand.

Now here’s what I most often see happening in Executive or Leadership Coaching…first of all coaches take TOO long to get started and very rarely are they using a 360-degree feedback report to kick-off the process. Very often if no 360 report is being used then it’s a bit like the Coach is trying to direct the coachee to reach a destination without any kind of map or navigation aid. Even WITH a 360 report involved, robust objectives are not always a given outcome. There may be data that is unclear, or even contradictory. As well, the coachee may not AGREE with what’s in the report. Even worse than that, they may be totally INDIFFERENT to the results, saying things like "Oh Yeah...I knew that already."

And what that means is…it’s still too EARLY for the coach to use the 360 report to build an action plan with their client. As a result, coaches will typically struggle to show the organisation that’s paying for the coaching the cultural let alone the commercial return on their investment. This is not the way to build shining case study stories or to win multiple coaching contracts within that same client organisation.

Here’s something else I notice that many coaches are missing out…a few months into the coaching – after several sessions have taken place – they’re missing an opportunity to invite their coachee to REACH BACK OUT to the original 360 feedback providers – ESPECIALLY the line manager – and check in with them to see what changes they’ve observed.

And the consequences of not doing the check in – quite apart from a waste of a valuable group of resources – is that the coachee misses out on opportunities to get positive strokes about what’s working better, as well as discovering that they may need to ADJUST their coaching objectives in light of new feedback. The challenge I observe with most coaching contracts is that they don’t offer a robust measurement of even the cultural benefits of the coaching, let alone the commercial return on investment. There’s often this hidden expectation that the coaching is going to be beneficial, but rarely the evidence to support that…

…and the impact of that is this…in most, if not all of cases, the coaching fees are being paid for by the coachee’s employer. If the coach can’t demonstrate convincingly that the coachee has changed in a positive way, and that the impact of their changed behaviour has benefitted their team, their wider network of colleagues and ultimately the organisation they work for…

…well how can that coach expect to get further coaching work there? How will they be able to build a shining case study story out of their work? How will they have the courage to ask for ALL future coaching opportunities in that client to come their way?

So what's in the 
10x ROI COACHING ROADMAP™
that will fix all the above issues?

It's a sequence of 6 waypoints (or modules) that, together, lead your coachee/mentee through their coaching journey.

The first waypoint is the foundation stone for your own coaching practice, helping you to clarify your focus.

The second waypoint helps you understand how ready your client is for coaching.

The third helps you prepare your client for their coaching journey.

The fourth waypoint helps you structure the first few coaching sessions.

The fifth waypoint provides you with an outstandingly powerful mid-way, review methodology.

The sixth and final module covers the last few coaching sessions, which inexorably lead your coachee to measure the ROI. The ROI is at least ten times (10X) the client organisation's original investment.

Who is the ECMU™ for?

It’s for you if you have an established coaching practice and operate in organisational settings but are currently feeling stuck

It's for you if you are just starting your career as:
Executive Coach/Mentor
Leadership Coach/Mentor
Corporate Coach/Mentor
Business Coach/Mentor

Its for you if you want to transition from coaching individuals to coaching inside organisations

Its for you if you coach in an organisational setting, where the organisation pays your fee rather than the individual you are coaching (your coachee)

Its for you if you are employed by your organisation and as part of your job you coach within an internal coaching capability – this is especially important if you lead that internal capability

Its for you if you want to grow your coaching practice

Its for you if you want to be seen as clearly differentiated from other coaches in your space

Its for you if you want a steady stream of coaching assignments rather than having to chase after each one

Its for you if you want your coachees to show up on time for sessions

Its for you if you want your coachees to complete their homework assignments between sessions

Its for you if you want to make a meaningful and lasting difference, both in the lives of the people you coach as well as the organisations they work for

It’s not for you if:

You already have more coaching clients than you can handle

You are so sure of your methods that you don’t feel the 10X ROI ROADMAP could possibly help you

You’re not prepared to ‘roll up your sleeves’ and learn something new

You don’t believe that the buyers of coaching services inside organisations are interested in measuring not just the commercial but also the cultural return on their investment

Colin Newbold has been an independent coach, facilitator and mentor for over 30 years.

 He left the pharmaceutical industry in 1987 where he worked in sales and marketing, the last few years of which he held an operationally-responsible role in a senior management position.  

Here he is, pictured with boxing legend Frank Bruno - a man whom Colin greatly admires for his straight-talking and inspirational qualities.  

Co-founder of The Learning Curve (TLC) in 1991, Colin took this leadership and management development business to great heights during the nineties and noughties before selling it on.  

"Over the years, as I coached hundreds of executives and helped them climb the corporate ladder, I realized the need for a systematic approach to executive coaching—an approach that could turn good coaches & mentors into indispensable resources for any organization. This course is the culmination of that realization."  

This is where the 10x ROI ROADMAP was built, tried and tested.  In one client (E-ON) the commercial ROI was 2687%!!  It was then implemented in other companies across the globe and the ROI was always in excess of 10%.

He also founded click-360, a software company specialising in 360-degree feedback and quickly grew this to international acclaim with huge clients including Diageo, LEGO and Tata.  

He remains CEO of this company today and oversees an internal coaching capability which works on client projects, enabling 360-degree feedback participants to get the most out of their 360 feedback reports.  

Colin is passionate about improving the capability of leaders and managers right across the globe so that employees, wherever they work and at whatever level, get the bosses they deserve.  He believes he can accelerate this mission and vision by teaching the 10x ROI COACHING  ROADMAP™ to executive and leadership coaches and mentors as soon as possible.