implement it straight away.

And, importantly, they also go further than simply implementing their new strategy; they can also be relied upon to keep behaving in the new way until it becomes a new habit. In other words they make it an automatic reaction to a

During the past 10 years I have had the good fortune to coach a number of good clients. About 17 percent of the individuals who have entrusted themselves to me have been Chief Executives or Main Board Directors of corporations with turnovers counted in the hundreds of millions.

Coaching is like most other businesses in that the coach needs to keep learning and progressing in order to stay up with the game. One of the most valuable sources of knowledge is one’s clients.

This is especially true when you are coaching people who are already very successful. You notice what they do and how they think and adopt some of their best traits into your coaching toolkit.

There is one really noticeable difference between highly successful executives and those I would term “ordinary managers.” They are prepared to act and make changes in the way they behave. In other words they are not stuck in behavioural ruts.

When you agree a plan of action, with clear, well defined goals with a good client, you can be sure that they will start to implement it straight away.

And, importantly, they also go further than simply implementing their new strategy; they can also be relied upon to keep behaving in the new way until it becomes a new habit. In other words they make it an automatic reaction to a g

s of millions.

Coaching is like most other businesses in that the coach needs to keep learning and progressing in order to stay up with the game. One of the most valuable sources of knowledge is one’s clients.

This is especially true when you are coaching people who are already very successful. You notice what they do and how they think and adopt some of their best traits into your coaching toolkit.

There is one really noticeable difference between highly successful executives and those I would term “ordinary managers.” They are prepared to act and make changes in the way they behave. In other words they are not stuck in behavioural ruts.

When you agree a plan of action, with clear, well defined goals with a good client, you can be sure that they will start to implement it straight away.

And, importantly, they also go further than simply implementing their new strategy; they can also be relied upon to keep behaving in the new way until it becomes a new habit. In other words they make it an automatic reaction to a

ng people who are already very successful. You notice what they do and how they think and adopt some of their best traits into your coaching toolkit.

There is one really noticeable difference between highly successful executives and those I would term “ordinary managers.” They are prepared to act and make changes in the way they behave. In other words they are not stuck in behavioural ruts.

When you agree a plan of action, with clear, well defined goals with a good client, you can be sure that they will start to implement it straight away.

And, importantly, they also go further than simply implementing their new strategy; they can also be relied upon to keep behaving in the new way until it becomes a new habit. In other words they make it an automatic reaction to a

ry managers.” They are prepared to act and make changes in the way they behave. In other words they are not stuck in behavioural ruts.

When you agree a plan of action, with clear, well defined goals with a good client, you can be sure that they will start to implement it straight away.

And, importantly, they also go further than simply implementing their new strategy; they can also be relied upon to keep behaving in the new way until it becomes a new habit. In other words they make it an automatic reaction to a

implement it straight away.

And, importantly, they also go further than simply implementing their new strategy; they can also be relied upon to keep behaving in the new way until it becomes a new habit. In other words they make it an automatic reaction to a given situation.

Their new habitual behaviour quickly replaces the old behaviour that was causing them problems.

I recently had first hand experience of how effective it is when you change a habit. When I stood on the scales on the first day of the new year I weighed 197 pounds. That was 41 pounds more than the 156 pounds I weighed when I got married. So I decided then and there to trim off 31 pounds.

Now I knew from talking to lots of people who had tried dieting that diets tend to be less than successful. So I decided to completely change my eating habits. I adopted a new meal regime.

It was not easy, but it has worked. In the first 3 months I have lost 20 pounds, so I am well on the way to my target.

Later today I will publish another article “Why Diets Don’t Work And This Does” about what I have been doing. Basically I am still eating what I have always eaten - I just eat less. The real secret is in how I control my mind. It is an important lesson I learned from my good clients.