Week 24.22 The 200 Club

As I sit down to write this 200th newsletter, I find myself reflecting on the incredible journey that has unfolded since I began this weekly practice in 2020. Each week, I have sought to distill leadership lessons from the everyday experiences that shape our lives, and in doing so, I have witnessed remarkable transformations and revelations within 100 Coaches and myself. This milestone offers an opportunity to pause and consider the growth and insights we have gained over the past four years, and to express my gratitude for the countless individuals who have contributed to our success along the way.

One of the most significant shifts we have undergone at the 100 Coaches Agency is our decision to become "relationship first." By prioritizing the connections we forge with our clients, partners, and employees, we have unlocked a world of possibilities. This approach has allowed us to serve our clients with greater depth and understanding, while also creating an environment where our employees can truly flourish. The concept of flourishing, which we explore in our Wall Street Journal best selling book, "Becoming Coachable," has become a guiding principle for how we operate, and it has made a world of difference in the impact we create. Flourishing leaders hold themselves responsible for all stakeholders, focusing on expansion for all rather than extraction for themselves. By putting relationships at the forefront of our work and embracing this philosophy, we have been able to build trust, foster collaboration, and create lasting value for all those we serve.

Throughout this journey, we have also come to recognize the immense value of working in creative pairs. My collaboration with Jacquelyn has been a testament to the power of this approach, as our combined efforts have yielded insights and innovations that neither of us could have achieved alone. Much like the way advertising agencies pair an art director with a copywriter, we have found that bringing together diverse skill sets and perspectives can lead to remarkable outcomes. As we blur the lines between our individual contributions, we become a single, greater unit capable of tackling complex challenges and driving meaningful change. In our fully remote company, working in creative pairs allows our team to remain engaged, forge deep bonds, and learn from one another. And this spirit of collaboration extends beyond our internal team, as we have seen the incredible results that can be achieved when we partner with our clients, coaches, and community members to co-create solutions and explore new possibilities.?

Our mission at the 100 Coaches Agency is to make the most impactful leaders in the world even better by connecting them with exceptional coaches who are ideally suited to their needs. By concentrating our efforts on this unique market, we have been able to refine our processes, expand our knowledge, and deepen our expertise. While the market may be small, we believe that the impact of our work is far-reaching. We approach every partnership with a commitment to adding value first, and this has allowed us to build strong, enduring relationships with our stakeholders. Our dedication to excellence and our unwavering focus on our clients' success have been the driving forces behind our growth and the positive change we have been able to effect in the lives of those we serve. This is the culmination of our key values of relationship first and collaborative partnership to create flourishing for all.?

In life and leadership, growth often comes from a willingness to learn from and collaborate with those around us. As I reflect on the past four years, I am deeply grateful for the relationships that have shaped my journey. The team at 100 Coaches, our vibrant community, the clients who have become cherished collaborators, and our partners and friends have all played an integral role in our growth and success. Building an organization is much like raising a child; it takes a village. It is through these connections that we have gained invaluable insights, found inspiration, and discovered new possibilities. To those we lead and love, I extend my heartfelt gratitude for being a part of this journey. As we move forward, I am excited to continue fostering these relationships, learning from one another, and working together to create flourishing in the world. Here's to the next 200 newsletters and the countless opportunities for growth and collaboration that lie ahead.

With love, gratitude, and wonder.

Scott

How to Talk to an Employee Who Isn’t Meeting Expectations by Jenny Fernandez, MBA, 费 珍妮

Jenny Fernandez's HBR article provides guidance for managers on delivering negative performance feedback to employees. She emphasizes the importance of setting the stage for collaboration, understanding the employee's values, and providing constructive feedback with clarity and specificity. Managers should approach the conversation with empathy, acknowledge the employee's strengths, and invite self-reflection. By involving various stakeholders, the feedback becomes more comprehensive and less personal. Fernandez also suggests providing positive reinforcement, an actionable path forward, and resetting expectations. The article highlights that these difficult conversations, when handled effectively, can strengthen the manager-employee relationship and foster a commitment to growth and development.

How to Nail the Q&A After Your Presentation by Caroline Webb

In her article "How to Nail the Q&A After Your Presentation," Caroline Webb provides strategies for handling the question-and-answer session following a presentation. She acknowledges that many people feel anxious about public speaking, particularly when faced with tough questions. To think more clearly under pressure, Webb suggests reframing the Q&A as a rewarding conversation, channeling empathy by considering the audience's perspective, and agreeing with aspects of a challenging question before explaining your own view. When faced with an unpredictable question, she recommends responding with curiosity to gain more context. By appreciating the audience's engagement, anticipating their concerns, finding common ground, and maintaining a curious mindset, presenters can reduce their sense of threat and deliver more effective responses during the Q&A session. Webb emphasizes that questions are a positive sign of an interesting talk and that preparing for the Q&A is just as important as crafting the main presentation content.

Mentoring: A Complete Guide to Effective Mentoring by Ruth Gotian, Ed.D., M.S. and Andy Lopata

The research on mentoring is clear. Those who are mentored, out-earn and outperform those who are not. They make higher salaries, get promoted more often, have greater job and career satisfaction and lower rates of burnout. For organisations that invest in mentoring their employees, they benefit from higher productivity and greater loyalty. Mentoring works as a great retention tool. But despite all this, only 76% of people understand the undisputed benefits of having a mentor, and only 37% of people actually have one.

But how do you do mentoring well, both as a mentor and in building a mentoring programme in your organisation? The Financial Times Guide to Mentoring gives you the tools you need to understand what mentoring is and its benefits, learn how to mentor effectively and be mentored. By breaking down each stage of the process, this book will enable senior and aspiring executives to both give the support they need to act as a mentor to future talent in their organisation and seek mentoring for themselves to fast track career progress.