It comes down to leadership and a big part of leadership in the coaching world comes down to framing. You can get away with anything if you frame it up right upfront.

It’s way easier to frame. Two drops of framing is way better than a ton of reframing after the horse has bolted.

So, here’s the good news. You’re in perfect place to do some framing.

So how do you turn it into more of a coaching program? And how do you reframe them so they don’t ask stuff that you want to have in your Boardroom program?

I think both of those come down to this framing piece.

Set the agenda and theme

Number one, how do you turn it more into a coaching program?

Set the agenda and theme. Right now, it sounds like you’re doing a lot of, “Hey, what do you need? Let me help you with that.” And they drove the agenda, which is awesome. It’s nice. It’s easy. And there’s got to be a place like, you’ve started to do with your recorded content.

There’s got to be a place for you to go…

“Hey, this is where you guys are at. This is where you guys all want to go. Let me show you the path. The first thing we’re going to do is we’re going to do this. Second thing, we’re going to do that. And the third thing, we’re going to go over there. That’s the quickest way that in my years of experience have seen to get people like you to the there you want to get to. Is that cool?…”

“To do that, we’re going to have to have a really rigorous focus on 3 things; sales process, lead generation, (and whatever the third thing that you want to talk about is). And so, for the next 6 months, that’s what we’re going to be focused on. Or for this 12 months, that’s what we’re going to focus on…”

I think that’s public announcement and it’s reiterated on all the course for a month. Then you’ll say,

“From time to time, questions will come up which you’re about Boardroom-y stuff, whatever that is. When you have questions like that, what I’m going to do is I’m going to give you a high-level answer, but I don’t want those questions to distract from the pipeline stuff that’s going to put money in the bank right now…”

“And so, to help you guys better and to help you grow better, we’re going to split the kinds of questions by the kinds of people. If you’re the CEO, sea-level exec, and you want to talk to me about scaling stuff. I’m really happy to do it. We’ve got a form for that. It’s called Boardroom. And if you’re —like, anyone in the world can ask me about sales and sales process and lead generation, and pipeline management and value stacking…”

I don’t know your stuff, but I’m making this up for an example.

“Anyone can ask me about that. The only people I want to have conversations with about scaling and strategy and X, Y, Z, are owners, CEOs, founders. And we’re going to do that in a place called Boardroom because there are some issues, frankly, which need to be done in a private space to protect your confidentiality and that of the other members. Does that make sense?”

Train to a curriculum

What we’ve done is some framing here where there are two kinds of questions that you know best, that you’re going to take them from here to there, and anyone in the group can ask questions about A, B, C. Only founders can ask questions about X, Y, Z. And for their benefit, that’s where Boardroom comes in.

From now on, anytime people ask questions about Boardroom level stuff, I would say,

Hey, listen. That’s a conversation that I have with founders in Boardroom. If you’d like to talk to me about that, I’ll message you afterward and find out if that’s something you’d like to be part of. But for now, the key issues feel like 1, 2, and 3. Again, for the How To, and let’s talk about that inside the Boardroom form. Are you cool with that?”

I think the two issues have really linked.

How do you make it a coaching program? How do you not just be on the receiving end of answering questions nonstop and how do you split it?

You lead, you layout the agenda, and you train to a curriculum, and it’s up to you what questions you ask of whom.

One of the clients asked Korby some stuff and said, “Okay, so, I just want to get Taki’s take on this.” 

Korby said, “I’m teaching you Taki’s stuff. I didn’t come up with this stuff. I’m teaching you Taki’s system. When you ask him, he’s going to tell you this because this is what he told me to tell you in this situation.”

And sure enough, I didn’t know about that until afterward.

Clients asked me the question, I told them word for word the exact same tactic to focus on, the exact same tool to use, as Korby had.

In terms of giving them to use your theme, I would theme your Q&A calls, and this will help you put it in a tidy container around what you talk about and what you don’t.

“Hey, on our call this week, there’s been a lot of questions coming up in the group around pitching. And so, we’re going to theme this call all around pitching. Bring your pitch related questions.” 

If they are super worried about it, have them pre-submit their questions. Have your team look through them, and suggest answers. Show the answers to you. And tweak, and they can come back and say, “Hey, we’ve looked at your questions and we’ve briefed —we’ve talked about this as a team. This is our game plan. Is that cool?”

I hope this helps.

All I’m trying to say, lead the way.

Set the rules, they will follow.

In the absence of leadership, people will try to take control.

Hopefully, that’s helpful.

Taki Moore, out.

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