<!-- Original:  Andrew Gelbman -->
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msg[1] = "<b>Gumbies 2 of 3</b><p>We've had tremendous success with the coaches we have developed. They are doing well, and they're very confident. They didn't start out that way, and you won't either. Mastering the Sherpa process involves learning and personal growth. (2 of 3)<p><p>Rod has had a remarkable life. He has tremendous charisma, what we call ‘presence'. It hasn't been easy, especially living life as a devoted single father. Rod will tell you: 'Every time I ask a client a question, I ask myself the same question. I really examine how I would answer it and how it looks in my life. This has made me grow and made me realize how much of my life I have taken for granted. I love learning every day.' <p><p>Rod is so energetic, reporting back to us how the coaching is going. We were on vacation and Rod left this message on voice mail: 'I know you are having fun, so I just wanted to tell you ‘I am getting it done'' Rod was getting deep, down and dirty with his client and he was thrilled about it. Coaching should be an awesome experience.";
msg[2] = "<b>Gumbies 3 of 3</b><p>We've had tremendous success with the coaches we have developed. They are doing well, and they're very confident. They didn't start out that way, and you won't either. Mastering the Sherpa process involves learning and personal growth. (3 of 3)<p><p>Maria is a social worker. She has helped people all her life. Her biggest adjustment has been learning to stop helping her clients, and to start leading them to find their own answers. Maria was accustomed solving every problem people threw at her. She found it difficult to stop. Maria told us this story at the beginning of her coaching career. <p><p>Her son is a young father who's had quite a few ups and downs in his life. One day, talking about an issue in his life, he said to Maria, 'Mom, I am doing the best I can.' She replied: 'I know you are, son. I am very proud of you.' Her son was shocked: 'Mom, that's the first time in my life you didn't try and solve this problem. Are you okay?' Maria said, 'Yes. For the first time, I am, and so are you'. Maria changed the way she communicated with her son because of what she learned in becoming a Sherpa coach. She stopped solving his and everyone else's problems. She started listening and coaching as needed. She enjoyed her new role as a coach, as a mother and as a friend.";
msg[3] = "<b>Terms of Engagement</b><p>Some clients will traverse a path and be through with their Sherpa guide in twelve weeks. Other clients may get stuck early in the process, and need an extension past the usual twelve weeks. In other situations, a client may finish one path, and need to climb a second or a third before the Sherpa's role comes to an end. For each additional path, a six-week extension is probably appropriate. There's always a balance between time, money, energy and priorities, so your executive contact must approve extensions. Trust their judgment, just as you do your client's. They know things you don't know.";
msg[4] = "<b>The Sherpa Coaching Certification</b><p><p>Here is a brief video designed to give you more information about the Sherpa Executive Coaching Certification, the only program running at multiple universities. Review the new gold standard for leadership development. <p>* Internal and External Coaching <p>* Why Internal Coaching? <p>* Why External Coaching? <p>* What Each Kind of Coach Needs <p>* How We Support Both Types <p><a href=http://www.sherpacoaching.com/videos/Jan2009-1B-IntExt.wmv>Click here to watch the video</a>";
msg[5] = "<b>Accountability (1 of 3)</b><p>‘Accountability enables activities of a system to be traced to individuals who may then be held responsible for their actions.’<p><p>Talk about this definition with your client. Break the definition down in small pieces. What are the ‘activities of a system’? Have them give detailed and precise examples from their organization. What does ‘held responsible’ mean? Get the definition of responsibility before moving on. Your client has to know what accountability means, and create a ‘buck stops here’ mindset for themselves. This means that, no matter what, your client will become the final decision maker, creator, and manager of what needs to be done. Your client is accountable for moving his company forward, making and acting upon decisions day-to-day, month-to-month and year-to-year.";
msg[6] = "<b>Accountability (2 of 3)</b><p>There are three aspects of accountability that should be explored with your client. <p><p>1. Does your client understand what he is responsible for doing every day? Is he truly focused on getting his own work done?<p><p>2. If your client understands what he has to do every day, does he understand what is not his job? Does your client focus on irrelevant things in his work environment? <p><p>3. Does he ‘own’ his job? Does he say ‘It’s not my job’? Can his manager count on him?<p><p><p>Just as your client’s kitchen is theirs in a personal way, so is their job. Does your client stay in his own kitchen? Does he feel free to enter someone else’s kitchen and root through it? Ask your client: ‘Would you ever go to their neighbor’s house and open the drawers and cabinets, re-arranging things? ‘ Of course not. By the same token, your client must stay in his own ‘kitchen’ at work. Is your client doing that, or does he get involved where he shouldn’t? Asking and answering the question: ‘Should I be doing this?’ allows your client to be more thoughtful about what he does on a daily basis, his productivity, and why he spends his time they way he does.";
msg[7] = "<b>Accountability (2 of 3)</b><p>There are three aspects of accountability that should be explored with your client. <p><p>1. Does your client understand what he is responsible for doing every day? Is he truly focused on getting his own work done?<p><p>2. If your client understands what he has to do every day, does he understand what is not his job? Does your client focus on irrelevant things in his work environment? <p><p>3. Does he ‘own’ his job? Does he say ‘It’s not my job’? Can his manager count on him?<p><p><p>Just as your client’s kitchen is theirs in a personal way, so is their job. Does your client stay in his own kitchen? Does he feel free to enter someone else’s kitchen and root through it? Ask your client: ‘Would you ever go to their neighbor’s house and open the drawers and cabinets, re-arranging things? ‘ Of course not. By the same token, your client must stay in his own ‘kitchen’ at work. Is your client doing that, or does he get involved where he shouldn’t? Asking and answering the question: ‘Should I be doing this?’ allows your client to be more thoughtful about what he does on a daily basis, his productivity, and why he spends his time they way he does.";
msg[8] = "<b>Accountability (2 of 3)</b><p>There are three aspects of accountability that should be explored with your client. <p><p>1. Does your client understand what he is responsible for doing every day? Is he truly focused on getting his own work done?<p><p>2. If your client understands what he has to do every day, does he understand what is not his job? Does your client focus on irrelevant things in his work environment? <p><p>3. Does he ‘own’ his job? Does he say ‘It’s not my job’? Can his manager count on him?<p><p><p>Just as your client’s kitchen is theirs in a personal way, so is their job. Does your client stay in his own kitchen? Does he feel free to enter someone else’s kitchen and root through it? Ask your client: ‘Would you ever go to their neighbor’s house and open the drawers and cabinets, re-arranging things? ‘ Of course not. By the same token, your client must stay in his own ‘kitchen’ at work. Is your client doing that, or does he get involved where he shouldn’t? Asking and answering the question: ‘Should I be doing this?’ allows your client to be more thoughtful about what he does on a daily basis, his productivity, and why he spends his time they way he does.";
msg[9] = "<b>Accountability: True Outcomes (3 of 3)</b><p>Sometimes, people will avoid accountability in a very strange way: They’ll go into denial about what’s really happening, especially if it involves confrontation or conflict. They constantly look at their outcomes as positive, even when they know they should be dealing with an issue more effectively. <p><p>The goal, and accountability for reaching it, is so important that they can’t acknowledge defeat. Instead they’ll say: ‘I did the best I could. We ended up with the best results we could have achieved, under the circumstances. ‘ This client has to have his feet held to the fire. He must acknowledge that he’s not getting the job done. He has to face up to his failures, learn and practice new behaviors, even if it hurts. <p><p>In another variation of the ‘true outcomes’ scenario, a client will assume they have more power than they do, or will try to take responsibility for a decision that’s not really theirs, because being in control puts them in their comfort zone. In these scenarios you, as the Sherpa, might want to bring up the word truth. ‘Do you ‘skirt’ the truth? Do you always tell the truth? Is this the outcome you want, or the outcome that should be?’";
msg[10] = "<b>Stories From the Summit</b><p>Bill is a self-motivated plant manager. He has a demanding boss who asked Bill to move one of his supervisors to another department. Bill said: ‘I don’t know about this. Let me get back to you.’ Bill thought about the pros and cons. He thought about whether the supervisor would benefit, whether the departments involved would benefit. He saw problems, and agonized over a decision. Bill took four days of consideration for this question. He went back to his boss and said: ‘This might work.’ <p><p>The reality was, Bill’s boss had clearly made his mind up four days earlier. The true outcome was always going to be: this supervisor is going to move. Bill wanted to be comfortable with the situation, but he made his boss angry because it took him so long to agree to a decision that had already been made. <p><p>If Bill had looked at the true outcomes involved, he would have realized that his job was to do what his boss told him to. Bill still could have maintained some control when he was told about the move. He should have said, ‘Yes. Let’s do it’ right away. Then he could have suggested, for his own peace of mind: ‘ I would like to sit down and evaluate things with you in three weeks’.";
msg[11] = "<b>Image and Presence</b><p>After Ronald Reagan left office as governor of California, he was an unemployed private citizen. He had the freedom to show up at the mall in a T-shirt and tennis shoes if he wanted to. But that’s not what he did. He had a larger goal in mind. <p><p>As a private citizen, every time he made a public appearance, he acted presidential. He always traveled in a limousine. He wore a business suit every time he was out in public. He carried an entourage, including bodyguards, photographers, and a press agent. He acted like he was very important. The people around him, the people who saw him, believed that he was important. The image he presented reflected a sincere desire to be President of the United States. People believed in his goal, and he achieved it.";
msg[12] = "<b> Missing Link audio</b><p><p> The original soft skills training for front line managers, tools and techniques that align perfectly with Sherpa philosophy. Build a consistent corporate culture, top to bottom. Eight audio CD's available on line at the Sherpa Store.<p>* Part 1: Attitude<p>* Job descriptions <p>* Let It Go <p>* People don't care how much you know . . .<p><a href= http://www.sherpacoaching.com/audio/ml1.m3u>Click here to listen to the program.</a>";
msg[13] = "<b>Stories: Accountability: Blame</b><p>Try taking the blame, and see how it feels. I was at a video production with a couple of colleagues. One of my associates was in a rush, and snapped at one of the workers on the set: ‘Hurry up and get moving. I don’t have all day.’<p><p>After the shoot was over. The video producer came up to the three of us and pointed right at me. ‘You were rude to my grip. No one is rude to my people on my set.’ I said, ‘Sorry. I didn’t mean to upset anyone. Please forgive me’.’ <p><p>I hadn’t done anything wrong at all, but I took the blame. Why? I didn’t think it was worth pointing fingers at someone else. Taking that blame was an experiment on my part. The producer was able to vent, and get it over with. The guilty party owed me a big favor. The innocent bystanders marveled at what I had done. It was well worth it, because my stock rose, especially when the producer was told what had really happened.";
msg[14] = "<b>Stories: Accountability: Blame</b><p>Try taking the blame, and see how it feels. I was at a video production with a couple of colleagues. One of my associates was in a rush, and snapped at one of the workers on the set: ‘Hurry up and get moving. I don’t have all day.’<p><p>After the shoot was over. The video producer came up to the three of us and pointed right at me. ‘You were rude to my grip. No one is rude to my people on my set.’ I said, ‘Sorry. I didn’t mean to upset anyone. Please forgive me’.’ <p><p>I hadn’t done anything wrong at all, but I took the blame. Why? I didn’t think it was worth pointing fingers at someone else. Taking that blame was an experiment on my part. The producer was able to vent, and get it over with. The guilty party owed me a big favor. The innocent bystanders marveled at what I had done. It was well worth it, because my stock rose, especially when the producer was told what had really happened.";
msg[15] = "<b>Stories: Accountability: Blame</b><p>Try taking the blame, and see how it feels. I was at a video production with a couple of colleagues. One of my associates was in a rush, and snapped at one of the workers on the set: ‘Hurry up and get moving. I don’t have all day.’<p><p>After the shoot was over. The video producer came up to the three of us and pointed right at me. ‘You were rude to my grip. No one is rude to my people on my set.’ I said, ‘Sorry. I didn’t mean to upset anyone. Please forgive me’.’ <p><p>I hadn’t done anything wrong at all, but I took the blame. Why? I didn’t think it was worth pointing fingers at someone else. Taking that blame was an experiment on my part. The producer was able to vent, and get it over with. The guilty party owed me a big favor. The innocent bystanders marveled at what I had done. It was well worth it, because my stock rose, especially when the producer was told what had really happened.";
msg[16] = "<b>Your Client’s Barriers- 1 of 5</b><p>Spend time in honest discussion about the barriers that inhibit goal setting, action planning and successful follow-through. <p><p>Potential barrier # 1: A negative reaction to the word ‘goal’.<p><p>We have all set goals that did not mean very much to us. When that happens, we will not work on them seriously. Allow your client to do a little venting on how well he has set and reached goals in the past. Then lighten it up. Teach your client to embrace the positive aspects of goal setting and prioritization. This is not something to be afraid of. The Sherpa should make it simple and fun.";
msg[17] = "<b>Your Client’s Barriers- 2 of 5</b><p>Spend time in honest discussion about the barriers that inhibit goal setting, action planning and successful follow-through. <p><p>Potential barrier # 2: The attitude barrier.<p><p>Clients sometimes consider goal setting, planning and follow through to be exercise in futility. A client who feels relatively powerless might feel as if it’s no use. Remind your client he must choose to succeed. Accomplishing these goals is not something that will happen outside or around him. A positive attitude helps organize his thoughts and behaviors. It helps him move forward positively. We all set goals many times in the course of a day. Let’s pay attention to the really important ones.";
msg[18] = "<b>Your Client’s Barriers- 3 of 5</b><p>Spend time in honest discussion about the barriers that inhibit goal setting, action planning and successful follow-through. <p><p>Potential barrier # 3: Fear of failure<p><p>Often, we fail to set goals because we are simply afraid we might not meet them. Open this up as a topic of conversation with your client. Is he afraid he simply can’t do it? Is that fear realistic? Perhaps his fear is related to what others will think of him, should he fail. All these thoughts should be written in your client’s journal. More discussion on fear can take place with the Accountability discussion.";
msg[19] = "<b>Your Client’s Barriers- 4 of 5</b><p>Spend time in honest discussion about the barriers that inhibit goal setting, action planning and successful follow-through. <p><p>Potential barrier # 4: Fear of Success<p><p>Clients might just as easily fear success as they fear failure. Why? It involves a trip into the unknown. What are the ramifications of reaching their action plan? They’ll have more work to do, perhaps, or more challenges. They’ll be more visible, more subject to criticism.";
msg[20] = "<b>Your Client’s Barriers- 5 of 5<b/><p>We worked with a client who said: ‘I need a successful company, one that runs itself.’ Easier said than done. William had quite a few barriers to break through to reach this goal. He was always in crisis mode, and had anger issues on a daily basis. He wasn’t sure who he had to replace and who should stay in his office. He needed strategies for dealing with crisis. He had work to do related to anger management. So, needless to say, he was not ready to write his ‘sit back and relax’ goal. The journey of a thousand miles begins with a single step. Our client needed the steps to be clearly defined, in small increments.";
msg[21] = "<b>The Sherpa Coaching Certification</b><p><p>Here is a brief video designed to give you more information about the Sherpa Executive Coaching Certification, the only program running at multiple universities. Review the new gold standard for leadership development.<p>•	Executive Coach Education <p>•	Certificate vs. Certification <p>•	Sherpa University Curriculum <p>•	Continuing Education Conference<p><a href=http://www.sherpacoaching.com/videos/Jan2009-1A-Cert.wmv>Click here to watch the video</a>";
msg[22] = "<b>The Sherpa Coaching Certification</b><p><p>Here is a brief video designed to give you more information about the Sherpa Executive Coaching Certification, the only program running at multiple universities. Review the new gold standard for leadership development.<p>•	Executive Coach Education <p>•	Certificate vs. Certification <p>•	Sherpa University Curriculum <p>•	Continuing Education Conference<p><a href=http://www.sherpacoaching.com/videos/Jan2009-1A-Cert.wmv>Click here to watch the video</a>";
msg[23] = "<b>The Sherpa Coaching Certification</b><p><p>Here is a brief video designed to give you more information about the Sherpa Executive Coaching Certification, the only program running at multiple universities. Review the new gold standard for leadership development.<p>•	Executive Coach Education <p>•	Certificate vs. Certification <p>•	Sherpa University Curriculum <p>•	Continuing Education Conference<p><a href=http://www.sherpacoaching.com/videos/Jan2009-1A-Cert.wmv>Click here to watch the video</a>";
msg[24] = "<b>Values</b><p><p>Leaders give people the benefit of the doubt, and work to bring out their best. Recognizing and supporting people's values, their 'why it matters', is the best way to assure them that following you is a good idea. <p><p>Put a group of people in a room and ask these questions: <p><p>-  What was the most important event in your life? <p>-  What would you do if you found a wallet with a hundred dollars in it?? <p>-  If you lost your job today, what would you do tomorrow? <p><p>Chances are, quite a few people will answer those questions in exactly the same way. These questions have something in common, too. They ask about what we place importance on. When you ask these questions, you're finding out a person's values. Values are formed from experience. They are personal, yours and yours alone. Values are fundamentally who you are. They define your direction. Your values are you. <p><p>If you take time to understand someone else's values, you will truly begin to understand that person. Understanding how values drive behavior is an important function of being a leader. Using this knowledge could help you figure out, for example, why one of your people might have said or done something inappropriate. If you understand that values are what drive your staff's decisions, you start to look at them quite differently. <p><p>It will give you an edge in understanding your staff, and give you the ability to work with them more effectively.";
msg[25] = "<b>Respect the Process</b><p>Teaching at a seminar in South Africa, we were challenged by an audience member who asked: 'Why all these steps. This is too confusing. Can't we just choose the steps we need?' Before we could respond, a hospital administrator at the back of the hall stood up and shouted: 'Without this process, you'll never get any better, and you'll just be guessing, like you always have. You have to respect the process.' <p><p>Those six words say it all: 'You have to respect the process.' Without a process, all you can do is guess and react. It is 'tunnel vision', because your coaching will be driven by whatever is going on that day, with that client. This process draws your client out of his comfort zone and into the Sherpa zone, a place where some people don't want to go, but everyone needs to be.";
msg[26] = "<b>The Process</b><p>Each and every client is different, but the process will apply to all your Sherpa coaching engagements. Clients will differ in how much they feel a need to understand the process. Some might be interested in the diagram in the front of their journal. Others may ask questions about how their progress relates to the process. <p><p>For the most part, the process is for you, the Sherpa. The process is a road map, a reflection of where your journey will take you and a guide to get you there. But coaching is about people and conversation. As you lead that conversation through a natural progression, your client will have no idea there's a process involved. It's there, but it becomes transparent. <p><p>The Sherpa process is designed for the coach, and the included exercises and assessments are designed for the client. Your clients will do what you ask them to do. They won't necessarily know what Phase, Route and Path they are on, unless you tell them. That doesn't matter, because you, the Sherpa, do know where you are and what happens next.<p><p>As you learn the process, you'll eventually master everything in this book. Every trick, tip and technique should be at your fingertips. Always carry notes about the forms, assessments and quizzes that appear in your client's Journal. You really never know what you are going to need at any time. Be prepared for your client and wherever they may take you.";
msg[27] = "<b>Stories from the Summit</b><p><p>Joey is a sales manager, all facts and figures. This was our first meeting and he was eager to become a better manager. He told me he'd reprimanded his best salesperson that very day. Whatever her problems were, he felt partially at fault, because he'd never communicated well with her. She seemed to 'cave in' every time he talked. He didn't know what to do. <p><p>The presentation of an immediate problem challenges a Sherpa. You can't say: 'We will talk about that in two or three weeks, once we get further into your coaching.' It was time for an immediate remedy. Knowing all the tips, tricks and techniques built into the Sherpa process, I asked Joey: Do you know that, in the last twenty minutes, you have said the word 'need' 12 times?' He was amazed. I then proceeded to write the words 'NEED' and 'WANT' in his journal, and draw a big 'X' through each one. He understood completely and took the lesson to heart. By the following week, he was able to reach his floundering sales rep, and put her on the right track.";
msg[28] = "<b>Intuition (Book excerpt)</b><p>The Sherpa process helps develop your intuition. Intuition means trusting yourself , following through on your thoughts, beliefs and insights. Intuition comes from what you see in front of you, the facts of the matter, combined with a mystical knowledge based on instinct. <p><p>You can improve your intuition. Like anything else, it takes practice and it takes work. Practice by trusting your coaching decisions, basing them less on fact and more on your personal insight. By responding to your intuition, you'll help your client 'read between the lines' in the story of his own life. <p><p>Work to develop intuition based on extensive knowledge. Know what resources this book holds for you, so you can apply any resource, any time. Learn all you can about leadership, training, and development. Spend time at the bookstore and the library and use their resources to better yourself.";
msg[29] = "<b>Gumbies 1 of 3</b><p>We've had tremendous success with the coaches we have developed. They are doing well, and they're very confident. They didn't start out that way, and you won't either. Mastering the Sherpa process involves learning and personal growth. (1 of 3)<p><p>Angela has been a 'ropes course' trainer for a long time, and she's one of the most highly regarded in the country. She knew the ropes, and how to use them in her team-building practice. The world of one-on-one coaching was new to her. She had trained forever, so she felt pretty confident about the whole thing. Angela liked the direction the Sherpa process gave her, but, at first, she didn't really believe in the process.<p><p>Angela's first client was very needy. Angela got caught up with the client, because she liked being needed herself. Angela forgot to follow the Sherpa process. Wherever a meeting went, she would follow. Angela started solving 'boyfriend' problems. She would even share a drink with her client after a coaching session. This had to stop. After we held a highly charged 'respect the process' meeting with Angela, she began to understand that her job was not to be a friend, but to stay completely focused on the process. <p><p>What happened to make Angela change? She understood that the process was her salvation. It was the only thing that could keep her focused on her goal. It allowed her to be in charge of her words, and the direction of her coaching.";
msg[30] = "<b>Gumbies 2 of 3</b><p>We've had tremendous success with the coaches we have developed. They are doing well, and they're very confident. They didn't start out that way, and you won't either. Mastering the Sherpa process involves learning and personal growth. (2 of 3)<p><p>Rod has had a remarkable life. He has tremendous charisma, what we call ‘presence'. It hasn't been easy, especially living life as a devoted single father. Rod will tell you: 'Every time I ask a client a question, I ask myself the same question. I really examine how I would answer it and how it looks in my life. This has made me grow and made me realize how much of my life I have taken for granted. I love learning every day.' <p><p>Rod is so energetic, reporting back to us how the coaching is going. We were on vacation and Rod left this message on voice mail: 'I know you are having fun, so I just wanted to tell you ‘I am getting it done'' Rod was getting deep, down and dirty with his client and he was thrilled about it. Coaching should be an awesome experience.";
msg[31] = "<b>Gumbies 2 of 3</b><p>We've had tremendous success with the coaches we have developed. They are doing well, and they're very confident. They didn't start out that way, and you won't either. Mastering the Sherpa process involves learning and personal growth. (2 of 3)<p><p>Rod has had a remarkable life. He has tremendous charisma, what we call ‘presence'. It hasn't been easy, especially living life as a devoted single father. Rod will tell you: 'Every time I ask a client a question, I ask myself the same question. I really examine how I would answer it and how it looks in my life. This has made me grow and made me realize how much of my life I have taken for granted. I love learning every day.' <p><p>Rod is so energetic, reporting back to us how the coaching is going. We were on vacation and Rod left this message on voice mail: 'I know you are having fun, so I just wanted to tell you ‘I am getting it done'' Rod was getting deep, down and dirty with his client and he was thrilled about it. Coaching should be an awesome experience.";

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