<!-- Original:  Andrew Gelbman -->
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msg[1] = "<b> Learning to BE and do</b> <p><p>If you want to be a successful manager at any level, you`ll need to know, it is impossible to succeed just by `doing`. If you want an organization that lasts, an organization that has life, you must know who you are as a leader. <p><p>`BE` and `do` are dependent on each other. As you think about results, you must make sure your people perform, while they succeed as human beings.  <p><p>Managers that tap into peoples` hearts will build lasting relationships as they get things done.  It is important that you learn how to both `BE` and `do`.  This book will help you work on the `being` side of your job and in the process, help your `doing` side.  <p><p>Today`s question:  How well can you just `be` in a difficult situation?  ";
msg[2] = "<b>What does it mean to BE? </b> <p><p> <p><p>BEing means giving up ownership: You are not responsible for everything that happens.  At the same time, you are responsible for the end result.  To truly BE, you have to let go of work that needs to be done by your people. You have to recognize those times when you don`t need to `do` the work yourself, even if you can do it better. <p><p>Today`s question: Is it easy for you to give up ownership?  Can you identify when you own things that you shouldn`t? ";
msg[3] = "<b> What does it mean to BE?</b> <p><p>BEing means listening:  You hear the words, you hear the meaning, and you hear what the person in front of you is truly saying.  You stop jumping to conclusions and `inventing` what people are saying, and you just listen and BE.<p><p><p>BEing means asking questions: Clarify and define information your people need.  You engage people in the conversation and allow them to `be` heard and noticed.<p><p>Today`s question:  Are you good at listening?  How about asking questions?  Can you ask your child a question today instead of telling them what to do?  <p><p><p>";
msg[4] = "<b> What does it mean to BE?</b> <p><p>BEing means setting expectations: You are not doing the work; you are coaching your people to clearly hear you and do what they need to do. <p><p><p>BEing means using coaching moments: This effectively stops you from solving, solving is doing.  You are going to have to solve problems that are your job, but you don`t have to solve problems that aren`t yours.  You don`t have to `do` it all. <p><p>Today`s question:  Can you set an expectation that people understand and follow? <p><p>";
msg[5] = "<b> The Sherpa</b> <p><p>In the Himalayas, the native guides that assist climbers to the top of Mount Everest are called Sherpas. The Sherpa`s job, leading and guiding, is very much like your job as a manager or as an executive. We have interviewed Sherpas who have been to the top of Everest, and distilled their wisdom into practical business terms. Here`s what we learned:<p><p>Sherpas are the best at just `being.`  They live in their role as the guide who gets climbers to the top of the mountain. In the thin air on Mount Everest, doing too much will waste precious energy.  `Being` helps you do just what you need to do to reach your goal: put one foot in front of the other.  Don`t do too much, and don`t over-think things. `Be where you are, otherwise you will miss your life.` This is the truth they live by, and what they teach climbers as well. <p>Today`s question:  How close are you to being like a Sherpa?   ";
msg[6] = "<b> The Sherpa</b> <p><p>Sherpas lead others up a mountain. Though everyone knows the challenge of the mountain and the work involved with the climb, not everyone climbs in the same way. The Sherpa needs to know the true path, so everything else can fall into place. They can only do this by being constantly present.  To BE  is to be present.  <p><p>Sherpas are advisors.  They assist each team in getting successful outcomes and conclusions. Sherpas offer up ideas, experience and directions, but allow the team to choose how they will approach the climb.  <p>Today`s question:  How close are you to being like a Sherpa?   ";
msg[7] = "<b>  What Do Sherpa Coaches Do?</b><p><p>Sherpas are guides.  They get their people to their highest performance by knowing the terrain and understanding what must happen in order for people to reach the summit.  <p><p>Sherpas are facilitators.  They allow climbers to reach the summit through their own skill and determination.  Climbers have to do things for themselves. The Sherpa is only there to guide the process.<p><p><p>Today`s question:  How close are you to being like a Sherpa?   ";
msg[8] = "<b>What is a Manager?</b> <p><p>A manager is someone in charge of one or more people, whose success comes from creating efficiency and reliability in deliverables and due dates. <p><p>Here are some other characteristics of the manager`s role:<p>Senior to subordinate<p>Provides necessary information<p>Meets performance measures<p>Responsible for reliable results<p>Solves problems<p>Creates tactics or strategies<p><p>Today`s question:  Think about how this differs from being a coach?  Can you name how a manager role might be different than a coaching role? ";
msg[9] = "<b> The Manager`s Hats</b> <p><p>Managers can wear many hats.  Some of those hats might include the following:  <p>Team leader<p>Visionary<p>Problem solver<p>Decision maker<p>Goal setter<p>Cheer leader<p>Defender<p><p>Sometimes, coaching is another one of those hats a manager wears. <p><p>We split the manager`s hat right down the middle, giving equal time and importance to managing and coaching. Your role as a coach is just as critical as your role as a manager. <p><p>No matter what the situation, you can put coaching skills into play. You can learn how to work with tasks and people at the same time.  Managing is best suited for dealing with tasks.  Coaching is best suited for dealing with people.  We are going to teach you new ways to deal with people, so you will always have a `coaching side` to  your hat.<p><p>Today`s question:  can you see adding coaching to skills as a manager?  If you are a manager what do you have to examine?  If you are a coach, what do you have to hear when a manager is talking? ";    
msg[10] = "<b>What are the Benefits of Coaching?  </b> (Part 1 of 2) <p><p><p>1.    Clarity:  Communication improves.<p>When we are caught up in doing all day, communication takes a back seat.  Coaching brings it front and center and makes it a critical component of your day.  We will spend a lot of time in this book discussing communication techniques. <p><p><p>2.   Teamwork:  Managers and direct reports work through difference and pull together.  Accountability soars.                <p>Increased teamwork is always a plus.  Work becomes easier when everyone contributes.  Coaching ensures that responsibilities are communicated clearly to each team member.  <p><p><p><p><p>The ultimate `do` in management is ownership. As a manager, you tend to own everything that is placed in front of you.  There`s a problem with that.  The more you own, the less you can BE a manager.  You get caught up more with `doing` than `being.`  How do you let go?  Through empowerment.  We`ll show you how.<p><p>Today`s question:  Can you see how the benefits of coaching cover every part of your working day? ";
msg[11] = "<b> What are the Benefits of Coaching? (</b> Part 2 of 2) <p><p><p>3.   Focus:  Managers direct attention to issues, avoid negative emotions.<p><p>Negative emotions should not get in the way of decision-making.  We want to help you focus on significant situations and the issues related to them.  Sticking with issues is often difficult because feelings can get in the way. When feelings are involved, people often say things they later regret.  This needs to stop. We will provide the `how to` when addressing negative emotions.   <p><p><p>4.   Morale:  Managers understand direct reports` motivations.<p><p>Understanding your people is critical to your success.  When you don`t take time to know your people and what drives their behavior, morale suffers.  Providing recognition takes work.  You can offer recognition simply by communicating clearly and asking good questions.  We`ll show you how.<p><p><p>5.   Leadership: Managers stop `owning` things they should not own.<p><p>The ultimate `do` in management is ownership. As a manager, you tend to own everything that is placed in front of you.  There`s a problem with that.  The more you own, the less you can BE a manager.  You get caught up more with `doing` than `being.`  How do you let go?  Through empowerment.  We`ll show you how.<p><p>Today`s question:  Can you see how the benefits of coaching cover every part of your working day? ";
msg[12] = "<b> Empowerment: A Tough Concept to Embrace.</b> <p><p>Empowerment means placing ownership with your direct reports. This is where it needs to be.  This means delegation: being able to let your employees take control of the things they are supposed to work on.  <p><p>When you empower a direct report, you don`t take on another task. Instead, you teach your direct report that it is their task to deal with . . . and you make them comfortable dealing with it.  <p><p>Today`s question:  On a scale of 1 to 10 (ten being excellent): How well do you empower your employees?  ";
msg[13] = "<b>  BEing, not doing</b><p><p>Usually, you read Do`s and Don`ts in a book like this.  That`s not our primary focus.  Ours is to help you BE,  much more than do.  Here is a helpful hint (1 of 4):   <p><p>BE reflective. Reflection requires that you step away from noise. Finding peace and quiet might require you to spend more time alone.  Through reflection, you will be able to stop running, stop doing things,  and find some truths about yourself.<p><p>Today`s question:  Are you able to be reflective? ";
msg[14] = "<b> BEing, not doing</b> <p><p>Usually, you read Do`s and Don`ts in a book like this.  That`s not our primary focus.  Ours is to help you BE,  much more than do.  Here is a helpful hint (2 of 4):   <p><p>BE relaxed:   Enjoy your work.  <p><p>Enjoy your direct reports.  Sit back and listen to them.  Don`t think you have to provide every answer. You don`t.  Most times, a direct report will come up with answers on his own.  You are a guide, a facilitator.  You are someone he can bounce things off.  The more relaxed you are, the more you listen, the better prepared you are to help your direct reports. <p><p>What does it look like when you are relaxed during a work day? What can you do to create a relaxing atmosphere and comforting environment?  How can you create a place where people are not afraid to speak up, a place without anger, a place where work gets done and people enjoy doing it?<p><p>Today`s question:  Are you working in a relaxed environment?  ";
msg[15] = "<b> BEing, not doing</b> <p><p>Usually, you read Do`s and Don`ts in a book like this.  That`s not our primary focus.  Ours is to help you BE,  much more than do.  Here is a helpful hint (3 of 4):   <p>BE knowledgeable about your people.<p><p>People don`t care how much you know  until they know how much you care.  How do you connect with your direct reports?  Coaching will connect you with your people comfortably. Just be around them.  Learn about them; learn about who they are and what makes them tick. <p><p>Today`s question: How well do you know your people?  ";
msg[16] = "<b> BEing, not doing</b> <p><p>Usually, you read Do`s and Don`ts in a book like this.  That`s not our primary focus.  Ours is to help you BE,  much more than do.  Here is a helpful hint (4 of 4):   <p>BE a coach every day. Create new habits.<p><p>This whole coaching thing takes practice.  Sure, you can learn to say the words fairly quickly, but living it and using it brings it to life.  <p><p>Today`s question:  Can you see yourself practicing every day?  how do you make the time to practice?    ";
msg[17] = "<b> Coaching DONT`s.</b> <p><p>There are also things you should not do.  We call them Coaching DONT`s. <p>Let`s look at one today (message 1 of 4):  <p><p>don`t . .  be afraid to make time for coaching.<p><p>In the beginning, you may think coaching takes too much time.  Actually, you don`t have time not to do this.  You have to be willing to spend time on the front end to have success on the back end.  <p><p>How do you look at time?  Do you feel as if you don`t have enough of it?  Think about the role time plays in your working life. Get ready to make an investment.<p><p>Today`s question:  Time is a problem in Today`s society.  Can you see yourself stopping what you are doing and dealing with your employee?   ";
msg[18] = "<b> Coaching DONT`s.</b> <p><p>There are also things you should not do.  We call them Coaching DONT`s. <p>Let`s look at one today (message 2 of 4):  <p><p>don`t . .  let situations go unresolved. <p><p>Do you have a history of avoiding problems?  Do you walk the other way when someone you should deal with approaches?  Do you run from conflict or confrontation? Coaching can help.  You will be given the words to deal with the `tough` situations.  <p><p>Today`s question:  If you handle a situation immediately, no gossip, no discussion happens, is that easy for you?    ";
msg[19] = "<b> Coaching DONT`s.</b> <p><p>There are also things you should not do.  We call them Coaching DONT`s. <p>Let`s look at one today (message 3 of 4):  <p><p>don`t . .  talk too much.  <p><p>Do you talk too much?  Have you used `too many` words to get out of a situation?  Use the “3-Sentence Rule”, something we`ll teach you later on.  One of the most consistent rules for success in communication is brevity. We want to make sure you are always listened to.  The `3-Sentence Rule` is a good start.<p><p>Today`s question:  Has anyone ever told you that you talk too much?    ";
msg[20] = "<b>Coaching DONT`s. </b> <p><p>There are also things you should not do.  We call them Coaching DONT`s. <p>Let`s look at one today (message 4 of 4):  <p><p>don`t . .  give all the answers. <p><p>Be clear about your role, in your own mind and with your direct report.  Direct reports will often ask their manager to produce the solution to a problem. Your first instinct is most likely to find answers and solve problems. Instead, ask questions, then more questions. <p><p>Your role, as a responsible coach, is to foster independence.  To work on this, ask your direct report to find the solution on his own, if at all possible.  Guide, without offering ready-made scenarios.  The results will surprise you.  This is often a difficult area if you, as a coach, are prone to problem solving.  Don`t go for the `quick fix.` <p><p>Today`s question:  Do you have a tendency to solve problems?  Do you allow people to solve their own problems?     <p><p>Coaching Skills (1 of 3):  BE a good listener<p><p>All coaches benefit from good listening skills. If you`re a big talker, love to tell stories and be the center of attention, curb those tendencies when you coach. If you get easily bored listening to people`s stories, you`ll have to work extra hard to be a coach. Coaches are great listeners. That means more than hearing and understanding. In the dictionary, listening is defined as `the conscious effort to hear.` We`ll show you how.<p><p>Stories from the Summit: <p><p>Yenny wanted to be a good coach.  She was an enthusiastic, high-level manager of 20 years.  Yenny took on the challenge of coaching and failed.  Her direct reports did not like the way she approached their coaching moments. <p><p>They were ready to share the details of their day, and wanted Yenny to hear them. Yenny could not keep her life out of the conversation.  She would constantly say: `That reminds me of something that happened to me . . . .` The direct report would always lose the spotlight. The `story of  Yenny overwhelmed the conversation.  She needed to stop talking about herself, and really listen to them.  But Yenny never mastered the skill.  She thought it was just too much work.  <p><p>Today`s question:  How would you help Yenny to learn to listen more effectively? ";
msg[21] = "<b> Coaching Skills (2 of 3): </b>  <p><p>BE inquisitive. Ask great questions.<p><p><p>A coach is inquisitive:  Asking questions shows people that you care. It`s an art.  It takes work.  Asking questions is the way to BE inquisitive.  <p><p>Being inquisitive engages others, allows you to listen more effectively, empowers your people.  <p><p>Most of all, asking questions shows respect, invites dialogue and helps everyone find the source from which answers come: within themselves. <p><p>As a coach, use questions such as: <p>What do you mean? Can you explain that in more detail? Can you re-phrase that for me? How could you have handled that differently?  <p><p>An inquisitive nature, really wanting to know more, creates a learning environment for your direct reports. People notice that, and it makes a big difference to your relationships. <p><p>Today`s question: what is your biggest obstacle in asking questions? ";
msg[22] = "<b>Coaching Skills (3 of 3):  </b>  <p><p>BE objective and centered: Remove your filters.<p><p>Stay calm. Know what`s really going on. Strip away your own biases, so you can see everyone`s point of view. That`s being objective and centered. How can you do that? Remove your filters. <p><p>We define filters as:   <p><p>Experience, knowledge and values that influence how we think, listen, and communicate with others.<p><p>When your filters are in place, you only interpret things as if you had said them. You don`t search for what someone else means, based on their experience, knowledge and values. So, what are your filters?<p><p>Your personal agenda:  Self-contained directions and guidelines that you follow every day. <p>Pre-conceived notions:  Views you have held in the past, with or without adequate information and evidence.  <p>Judgment: Formal decisions you have already made in advance. <p>Experience:  Answers that worked in the past, based on what you have been through in your life.  <p>Opinion:  Beliefs or thoughts you have on a variety of issues.<p>Values: Things you hold most important as you relate to your job and working with others.  <p><p>Today`s question:  Can you list your top three filters? <p><p>What are your strengths?";
msg[23] = "<b> Your strengths</b><p><p> Your strengths are what got you here.  In this section, we`d like you to focus on your strengths at work.  What are three key strengths you put into practice consistently?  <p><p>Pull out a blank sheet of paper to capture your thoughts. As you make your list, here are some questions to think about:<p><p>What do you do well? <p>What have people told you that you do well at work? <p>Would others be able to identify your strengths?<p>How do you know these are your strengths?  <p><p>Today`s question:  What are the first three strengths that come to your mind?";
msg[24] = "<b>  Discovering Your Weaknesses</b><p><p>Your strengths have contributed to your past and present success. You will benefit from them as you develop in your career. But . . .   your strengths will only take you so far. <p><p>There will come a time when your weaknesses hold you back from reaching your personal summit. <p><p>The first step to discovering a weakness is being able to call it what it is, a weakness! We all have them.  No one is exempt. Yes, it`s an `area for improvement.`  But more importantly, it is a weakness. Let`s call it that. It holds you back from being the best you can be.  <p><p>We are talking about weaknesses in behavior, not skill. Skills might include budgeting or making a great presentation. Behavior includes the way you listen, make decisions or communicate with others.  Any limits on behavior will drag down your relationships in the workplace and limit your ability to be an effective coach and manager. <p><p>Today`s question:  Can you identify one weakness in your working life that is holding you back? ";
msg[25] = "<b>  Be . . don`t do,  Case Study </b><p><p>Joe is a very competent manager in product research.  His skills include organization, technical competency, and consumer expertise.  He is well respected in his industry, but his behavior isn`t as highly developed as his skills are. That has become a weakness. <p><p> Joe is really boring. He`s extremely detail oriented, which causes him to give people too much information.  Joe`s emails average a page in length. In team discussions, it is difficult for him to get to the point.  He over-talks.  <p><p>What happens?  Among peers and direct reports who like to get to the point or want less detail, Joe is perceived as someone who talks too much and can`t focus. To others, he is perceived as overbearing.  <p><p>Today`s question:  What would you do if you were working with Joe? ";
msg[26] = "<b> Why it matters:</b> <p><p><p>Along with your strengths and weaknesses, jot down five things that motivate you. When it comes to your job, what gets you going and keeps you moving?  Capture those five things<p><p>Your internal motivation, your `Why it Matters,` is the single most important factor that influences everything you do.  It drives your behavior, it drives your communication, it drives how you get things done, and it drives how you relate to people.<p><p>Today`s question:  What are the five things that motivate you?  Start working on your why it matters. ";
msg[27] = "<b> Why it matters:</b> `<p><p>Why it Matters` is your `super power`.<p><p>Imagine a driving force that you have used consistently, again and again, and continue to use today.  You allow it to drive you, because it brings you success and happiness. It is the reason why you excel where you do, succeed in what you do, accomplish what you can.  <p><p>One thing we can guarantee about your `Why it Matters` - it is hard to turn off.  <p>In fact, it runs under its own power source. It is what you do when you run on automatic pilot. It is your super power.<p><p>Anything that becomes over-used, even a good thing, will be abused.  Your `Why it Matters` is no exception!<p><p>Today`s question:  Can you start figuring out your why it matters? ";
msg[28] = "<b> How a Good Manager Lives</b> <p><p>A good manager`s department runs perfectly, even when he`s not there.  In order to truly BE as a manager, you can`t do all the work. You have to be able to tell people, quite clearly, what needs to be done. .  and how you expect them to do it.  <p><p>Have you ever gotten too deeply into details because one of your direct reports didn`t get their work done properly?  Perhaps they didn`t understand what you wanted them to do in the first place? <p><p>Setting expectations means telling people exactly what needs to be done, in a way that helps them do the work. <p><p>Setting expectations also involves managing your weaknesses. In the last chapter, you learned how your weaknesses play out at work.  <p><p>Let`s look at a detailed description of what an expectation is, and give you a simple process to create better communication between you and your direct reports.<p><p>An expectation is an important task, goal, or project that requires a positive response from others to achieve it.<p><p>Focus on two parts of this definition:  <p><p>positive response:  Have you ever delivered an expectation that was not well-received?  We will teach you how to turn every expectation you deliver into something more positive, Making things good for your direct reports. Giving them something they want to do.  <p><p>for others to achieve:  This is not yours to do!  Have you ever stepped over your boundaries and completed tasks for others?  Do people on your team do the same? How do things work out? <p><p>Today`s question:   Have you ever stepped over your boundaries and completed tasks for others?  If so, what can you do to stop that behavior? ";
msg[29] = "<b> How a Good Manager Lives</b> <p><p>Remember what a manager does:  <p>Manage skills.<p>Coach behavior. <p><p>When dealing with direct reports, ask yourself:<p>Should I be managing or should I be coaching? <p>Is this a behavior I`m dealing with . .  or an issue of skills?  <p><p>When someone does not know how to perform a task, then you`re seeing a lack of skill.  Writing a report or filling out a form requires a skill. When people don`t know how to do something, they need training. Training is part of doing.<p><p>Dealing with behavior is another thing. You aren`t going to be a full time coach, so coaching your people won`t be a lengthy process. We are going to do this one moment at a time…one opportunity at a time. ";
msg[30] = "<b> Sherpas </b> <p><p>Sherpas are guides.  They get their people to their highest performance by knowing the terrain and understanding what must happen in order for people to reach the summit.  <p><p>Sherpas are facilitators.  They allow climbers to reach the summit through their own skill and determination.  Climbers have to do things for themselves. The Sherpa is only there to guide the process.<p><p><p>Today`s question:  how close are you to being like a Sherpa?   ";
msg[31] = "<b> Empowerment: </b> <p><p>Empowerment: A Tough Concept to Embrace.<p><p>Empowerment means placing ownership with your direct reports. This is where it needs to be.  This means delegation: being able to let your employees take control of the things they are supposed to work on.  <p><p>When you empower a direct report, you don`t take on another task. Instead, you teach your direct report that it is their task to deal with . . . and you make them comfortable dealing with it.  <p><p>Today`s question:  on a scale of 1 to 10 (ten being excellent).  How well do you empower your employees?  ";


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