Definitions: Part 2-What a Personal Business Coach May Look at for Your Self-Improvement

In the previous post, I have shared some of the definitions to bring a better understanding as to what a personal business coach does, or as they are also called, personal development business coaches. Self-Improvement business coaching which is truly what a personal business coach or personal development business coach does can, like any coaching, have tangible and intangible results.  Whether I am business coaching in Houston or outside the area my goal is to collaborate with my clients to see real benefits as well as discovering others that are not so readily seen.

When you have an understanding of the terms and their definitions that coaches use, you will gain insight into how a personal development business coach or a personal business coach may benefit you.

Self-improvement does not happen in a vacuum.  The greatest strides in self-improvement are intentional.  They are intentional in that they require us to reach out and beyond ourselves to obtain the feedback and education to create our personal path to greater growth, satisfaction and happiness.  With that in mind, let’s continue our voyage of self-discovery and understanding with some more definitions.

Needs:  To me, as a personal business coach, the understanding of needs is central to connecting with a person you are coaching.  And, if you aren’t a personal development business coach, your ability to understand your needs will provide an essential key as to what drives you and what path you must take to self-improvement.

Needs are the emotional aspects that drive individuals.  The driving force behind needs is based in a human yearning for wholeness.  Often, needs direct major life decisions until they are met. Needs can also sit on top of, or get in the way of, a person’s clearly identifying their values and living life based on those values.

The kinds of needs I am discussing here go beyond the basic needs for food, air, water, and shelter to the things that person feels they must have.  Notice the word “feels.”  What you feel is emotional and defines your needs and drives you to satisfy them.  For example, one person may feel the need to be accepted.  Another has to accomplish. Needs take many forms such as acknowledgement, to be loved, to be right, or to be cared for.

People have multiple needs.  Yet, to be a successful personal development business coach you must be able to identify two or three key needs of your client.  If you create pathways to meet these needs, you have provided great value on a person’s path of self-improvement.

Wants:  All of us can get our needs confused with our wants. What’s the difference between a want and a need.  Wants, unlike needs, are flexible and/or optional; if you get it, great, if not, you are still okay.  When your needs are met, and your life is oriented to your values, your wants tend to proportionately decrease. For example, a person may want to succeed in business, have a great body, or have a big house.  Since these are flexible, they can change over time.

Goals:  A lot is written about goals and rightfully so.  Goals allow us to create a future and a pathway for our self-improvement.  With a goal, once the future is finished in your mind, then what you need to do in the present becomes absolutely clear.

A goal is the objective of a strategy.  Or, I like this definition.  A goal is a dream with a deadline.  A goal can be very simple or extremely complex. It is the result or achievement, toward which effort is directed:  the aim or end of something.  A goal implies that work (or effort) is involved to achieve it.

Priorities:  If you are to accomplish your goals, meet your needs and satisfy some of your wants, you must have priorities.  A priority is something that takes precedence over something else: something given special attention.  In general, priorities are a set of ideals (physical, spiritual, or emotional), that when grouped together compose the items most important to an individual.  They are considered to be at the top of any list of things to achieve in any area of life.  As an aside, there are many self-improvement tips, self-improvement tips and ideas or tips on self-improvement or however you wish to phrase it.  Yet, without priorities, most people will not take the first step, which is taking action, to enhance their self-improvement.

Moving forward on your path of self-improvement take a moment to write down your needs, your wants and your goals.  Then decide what your priorities are to achieve in each of these areas.  When you do, you will start creating pathways to accelerated the process of your successful performance.

Aim High

A college professor prepared a test for his soon to be graduating seniors.  The test questions were divided into three categories and the students were instructed to choose questions from only one of the categories.  The first category of questions was the hardest and worth fifty points.  The second, which was easier, was worth forty points.  The third, the simplest, was worth thirty points.

Upon completion of the test, students who had chosen the hardest fifty-point questions were given As.  The students who had chosen the forty-point questions received Bs.  Those who settled for the easiest thirty-pointers were given Cs.

The students were frustrated with the grading of their papers and asked the professor what he was looking for.  The professor leaned over the podium, smiled, and explained, “I wasn’t testing your book knowledge.  I was testing your aim.”

An anonymous writer once commented, “Make no small plans for they have no power to stir your soul.”  Robert Kriegel put it this way, “The key is to have a dream that inspires us to go beyond our limits.”  Not only are people short on dreams but even those with dreams often set their sights low enough to protect themselves from failure.

To stay on your course for continuous self-improvement and the benefits that will be attracted to you and your business—AIM HIGH!

Proven Use of Team Roles

Dr. Meredith Belbin defined a team role as “a tendency to behave, contribute an interrelate with others in aparticular way.”

He named nine such team roles that underlie team success. It is important to emphasize that these are not set instone behavioral patterns of individuals, rather these are preferences and attitudes team members will assume in agiven team situation.

Therefore a certain individual might perform a certain role within one team and accomplish a different role within another team. Often however individuals do have a tendency to fill a certain rolewithin all the teams that they are a part of or at least strive to fill this preferred role.

Remember: Belbin asserts that when a team is performing at its best, one finds that each team member has clear responsibilities. Also noticeable is that every Belbin role needed to achieve the team’s goalis being performed fully and well. However it is likely that a team will fall short of its full potential not because skillsare lacking but because the Belbin roles aren’t harmonized across the team.

Balanced Teams

Teams become unbalanced when all team members carry out the same behavioral team role. When team members have similar strengths and weaknesses this can create problems. If the strengths arethe same they may compete instead of collaborate.

With this information in mind, the team leader together with the team can implement the model and investigatethe team members preferred roles as well as explore the roles which are missing.

By understanding your role within a particular team, you can develop your strengths and manage yourweaknesses as a team member, and so improve your contribution to the team.

Belbin’s Team Roles Model

Belbin identified nine team roles and he categorized those roles into three groups:

  • Action Oriented
  • People Oriented
  • Thought Oriented

The nine team roles divided into the three groups are:

Action Oriented Roles:

Shaper (SH)

Shapers are people who challenge the team to improve. The Shaper is the one who shakes thingsup to make sure that all possibilities are considered and that the team does not become complacent.

Implementer (IMP)

Implementers are the people who get things done. They turn the team’s ideas and concepts into practical actions and plans.

Completer-Finisher (CF)

Completer-Finishers are the people who see that projects are completed thoroughly.

People Oriented Roles:

Coordinator (CO)

Coordinators are the ones who take on the traditional team-leader role and have also been referred to asthe delegate.

Team Worker (TW)

Team Workers are the people who provide support and make sure that people within the team are working togethereffectively.

Resource Investigator (RI)

Resource Investigators are innovative and curious. They explore available options; develop contacts, and negotiate for resources on behalf of the team.

Thought Oriented Roles:

Plant (PL)

The Plant is the creative innovator who comes up with new ideas and approaches. They thriveon praise but criticism is especially hard for them to deal with.

Monitor-Evaluator (ME)

Monitor-Evaluators are best at analyzing and evaluating ideas that other people (oftenPlants) come up with. These people are shrewd and objective and they carefully weigh the pros and cons of all theoptions before coming to a decision.

Specialist (SP)

Specialists are people who have specialized knowledge that is needed to get the job done. Theypride themselves on their skills and abilities, and they work to maintain their professional status.
In finding roles for actual or potential team members keep the above in mind. When a person has guidance on what role or roles (you can play more than one at a time) he or she can play for a team they will have clarity. With clarity they can take steps and provide thinking to fulfill their role, thus helping the team. They now have purpose.

And with purpose, it is much easier for a team member to contribute to achieving the team’s goals. Also, I have found this process to be liberating. You have a specific role or roles and you understand, instead of worrying, how you can make a positive contribution to achieving what the team is tasked to accomplish.