August 26, 2025 • 33 mins
💬 “Coaching isn’t about telling people what to do. It’s about helping them discover who they are.”
I joined Chris Welton on his One Hand at a Time podcast to share my journey, my philosophy, and the lessons that shaped me.
đź’ˇ Watch the full episode:Â https://www.youtube.com/watch?v=Mvs845WfMwA&list=PLSZaf6sCskkYPNTSxWxLMot7IkXiSyNCp&index=5
âś… Want the full story? Watch now and start building the mindset of an Uncommon Leader.
đź”— Chris Welton: https://chriswelton.live/
đź”— John Gallagher: https://coachjohngallagher.com/
#LeadershipPodcast #CoachingWisdom #JohnGallagher #ChrisWelton #UncommonLeader
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
CEOs that are generally promoted to CEO
position are not ready to beCEOs.
They've been the best physician, they've been the best manager
and oftentimes they're promotedinto position they're just not
ready for, and so one of thethings that you're talking about
with regards to that gap,frankly, one of the gaps is
their leadership lid that theyhave on themselves.
Speaker 2 (00:31):
Welcome to the One Hand at a Time podcast.
I'm your host, chris Welton.
I've got a special guest foryou today.
I have coach John Gallagher.
I cannot wait for him to getinto his story behind coaching,
what he's super passionate aboutand just the state of the
coaching industry right now.
I feel like everybody has thetitle coach on their business
card and on LinkedIn andeverywhere else.
(00:51):
Here I'm a guy who just jumpedout of my big corporate job to
go coaching full-time, so Iguess that we can deconstruct
that.
As my wife would say, let'sjust go deep here, john.
Welcome to the show, chris.
Speaker 1 (01:02):
I appreciate you having me on the show.
Let me start out by saying it'sa great opportunity and I
appreciate you investing thetime with me.
Some of the things you've gotgoing on, as I've read, you've
got a book coming out.
Obviously, the One Hand at aTime podcast is making a
difference.
Some of the guests that youhave on there really make a
difference in the effort anddiscipline you're putting in to
make this happen.
It's pretty powerful.
I know you're making an impact,so that's really cool and
(01:24):
thanks for letting me be a smallpart of it.
You mentioned that aboutcoaching.
I think it's so funny, just asa story, to go along with that.
So I was looking forjohngallaghercom and when I went
to buy that domain about threeyears ago, when I decided to go
into this thing on my own afterleaving the corporate world
myself, is that there was a DJin Pittsburgh, pennsylvania, and
he didn't have any desire tosell his domain to me.
(01:45):
So I had exactly what I wantedto do.
I didn't know if I wanted to bethe John Gallagher and I ended
up settling on Coach JohnGallagher.
And then I go and do the Googlesearch and there is a Coach
John Gallagher in collegebasketball as well, so I still
can't get on the first page ofthe tour, but coaching can be
something that's fun to talkabout.
It's very rewarding and it'ssomething that you're exactly
(02:05):
right, I am pretty passionateabout.
So I'm looking forward to ourconversation today.
Speaker 2 (02:08):
Yeah, you know, it's like I said in the intro.
There is that the term coachinghas just become something that
I feel a lot of people arejumping into, maybe for the
wrong reasons, I don't know.
I mean, I'll kind of break downmy decision to go and then we
can kind of figure out whatyours was.
To leave that job and for me, Ihad felt I reached the most
(02:29):
people I could impact on thatscale was in the company I was
at.
And to continue impacting morelives, which is what I really
thrive on, I had to leave.
I had to move on from thatposition where I was at for
seven and a half years and gochase my dream to do something
different.
And then and it's so funnybecause then I see an article
from Renee Rodriguez, who's apersonal friend of mine he was
talking about how be careful.
There's so many people outthere that call themselves coach
(02:50):
and they really don't know whatthey're doing and they're not
specialized in certain areas.
So the first thing I thoughtwas did Renee write that for me?
You know, because that's justhow your brain works, right?
I know that's the the case.
I've talked to this multipletimes, but I was like Renee, are
you trying to tell me something, but what's your take on that?
I mean, what took you fromcorporate America to coach?
And then what do you feel thestate of the coaching industry
(03:13):
is right now?
Speaker 1 (03:14):
Sure, well, you think about my journey and I'd love
to say that it was that I justhad wanting to impact more and
decided to jump In this case.
For me, it was something thatwas a push and it's something
that I've learned over time.
So, covid, I worked for a largecompany for a time, did
coaching and consulting so again, you want to start getting in a
conversation the differencebetween coach, consultant and
(03:34):
mentor and all those things butI was doing coaching at a large,
a big 10 company as goingforward.
We were a face-to-faceconsulting company and I found
myself doing coaching, if youwill, on the side.
Coaching to me was ultimatelytaking people to a place from a
leadership standpoint in myspace that they weren't really
willing to go to on their own.
We've got a podcast called theUncommon Leader Podcast, so it
(03:57):
was that uncommon component ofthey were a good coach today,
but to be a great leader, theyreally needed to challenge
themselves and go forward.
Well, once our business wasface-to-face for so long, covid
hit back in 2020.
I was consulting in thehealthcare space and we couldn't
go face-to-face anymore.
We couldn't get into hospitals,we couldn't get into clinics,
(04:18):
and so our organization rodethat out for a little while.
It got to the point where I'dbeen sitting at home for four or
five months and those bigcompanies are not going to
employ you if you're notgenerating revenue.
And so they gave me a runway.
And the idea behind coachinginterestingly enough, in the
model that I use is that youstart off with a dream, and I
had a dream I shared with acouple of bosses about 10 years
prior to that and said I'dreally like to use this model in
(04:40):
terms of coaching to impactothers, to listen to people, to
develop their soft skills, to goalong with what was really
important from a businessstandpoint, to go forward.
And at that time that boss said, hey, that's probably a good
thing, but it's probably notgoing to work here.
And I got sucked into bigcompany security.
I was nervous.
I didn't want to jump and losethat health insurance and lose
(05:01):
that regular salary that wasthere and all those different
components Until, frankly, I wasgiven the boot and had to make
a decision whether or not Iwanted to get back into
corporate America in a differentside or really trust what my
dream was and make a decision togo forward.
That was something I had to do.
I had a long discussion with mywife and said we're going to go
try this out.
I felt like I had enoughrelationships in the space that
(05:22):
you're working in.
I think that's a great big partof what happens with regards to
being successful at coaching iswhat are those relationships
that you already built?
Who's going to be able tointroduce you to others that are
going to help you to make adifference, chris, and I think
that's the power of what'shappening.
I think I've seen many guests onyour show and you and I follow
the same influencers for themost part, and you get to call a
(05:44):
few of those guys friends whereI'm just getting to know them
the John Gordons and the BenNewmans and the Ed Myles of the
world.
Those are the folks that reallytalk about the power of one
more and having confidence andattacking the process, all those
different components that ittook an influence like that and
really say I was ready to trythat out on my own, to have
support for my wife as well, toget that going, and we made that
(06:06):
happen.
That's been three years and Igot to tell you I appreciate it
more on that entrepreneurialside than I ever thought I would
in terms of being out on my own, the freedom that is, the
ability to set your own scheduleand to work with the people
that you want to work with.
It's been really cool.
Now, again, I don't know ifI've specifically answered your
question about coaching, butultimately that's how I ended up
going through it.
Speaker 2 (06:27):
Well, you definitely answered the question, but gave
me more opportunities to come upwith more questions as my brain
works.
That's just how my brain works,right?
Speaker 1 (06:34):
That's how these conversations work really well,
absolutely.
Speaker 2 (06:37):
So that's the great thing about my show is I
literally have no questionswritten down.
I don't look at that stuff andif somebody doesn't like it they
can always disconnect and wecan move on to the next show.
So I'm not a controversial guy,so I'm not going to ask you
political parties or anythinglike that.
I do want to get into theimportance of the decisions that
are made because of your spouse, right Like.
So my wife and when I came toher a year ago and I said you
(07:00):
know, I think I want to leave myjob and become a full-time
coach and I want to speak and Iwant to run my podcast and she
has been the one who's like onboard the whole time, the whole
time literally said to me, if wehad to live under a bridge to
make this work, that's what Iwould do.
So without that, if someone'slooking on this, listening to
this call, and they're thinkingabout leaving their cushy type
(07:22):
of corporate job or whatever,make sure you've got a support
system.
If your spouse is not on board,you might want to rethink those
things through, because thatcould be a catalyst for
something somewhere.
And my wife's like look,everything that you really put
your heart into Chris.
You've been able to succeed atsome level.
So what's this look like?
And we spelled it out.
We looked at it.
We weren't sure what the righttime was going to be.
(07:43):
And as I was meeting with agroup of guys in Las Vegas
recently, we're sitting at atable and I'm talking about the
stuff I was able to accomplishdoing this 20% of the time.
And when I got back from LasVegas I said, babe, I'm going to
resign tomorrow and there we go.
So here we are right.
So I'm out here doing this nowand I'm fresh out on the market
full time.
But I want to get back to thecorporate America piece.
(08:04):
John, it's like you and I bothworked in that area and in good
jobs.
That's not like we were in themailroom nothing wrong with the
mailroom but it's not like wewere in a mailroom position.
We had nice, successful careers.
But how powerful is it now thatyou can say you can't, like
nobody tells me what I'm worth.
I can figure out what I'm worthnow.
Can you break for me how thatfeels?
Speaker 1 (08:24):
Chris.
I love that.
It even goes into a meme that Ihad a friend that shared with
me just two days ago, I believe,and it was funny as he shared
through.
It was like most corporationstoday are not necessarily
interested, if you will, in youbuilding your personal brand and
having a personal impact.
Okay, so they talk about thingslike share what you learn,
share what you're an expert at,and things like that, but
ultimately what that reallymeans is share their latest post
(08:46):
on LinkedIn so that folks knowyou work for that company.
I just finished reading a bookcalled the Authority Advantages
Forbes book written by a coupleof guys from Forbes who talked
about that that people haveconfidence in more of a name
today in terms of the industryand what's happening inside of
that industry than they do in acompany, and I think again, that
comes back to that relationshippiece that I'm talking about.
(09:08):
The story that I had.
I had a podcast when I was withthis company before I had
another guy, a doctor, that Iinterviewed with and we did a
segment.
We were purchased by a largecompany that said, yeah, you can
keep doing the podcast, but weneed to review everything you
say first before you can go andbe in there, and so you're
exactly right.
It's not about talking politicsor faith, which is very
important to me as well, but itis having that freedom to really
(09:31):
share your story and get towork with the individuals that
you want to work with.
Speaker 2 (09:35):
Absolutely.
When I look at the opportunitythat presents itself in the
coaching arena right the impactI can have on people's lives and
not thinking about the moneyportion of I'm not chasing
dollars, that's not what I'minterested in doing, but I also
know what my value is now.
My value will continue toincrease based off of my results
(09:57):
.
So the more people's lives Ichange, the more results are
driven and therefore that youcan monetize that to a higher
level.
So I'm curious do you do justone-on-one coaching?
Are you doing group coaching?
What does that look like?
Speaker 1 (10:06):
The primary business model that I have is one-on-one
coaching, but what I reallythrive around is working with an
organization on deploying theirstrategic plan, with the
initiative.
So when I think about theproblem I solve whether it's
with the organizations that I'mconsulting with, advising them
on the work that they're doing,or individuals that I'm
one-on-one coaching ultimatelyit's underperformance, that
(10:28):
they're not quite getting out oftheir business, whether they're
an entrepreneur or their life.
Frankly, in terms of thedifferent types of individuals
that I coach, it's not agnosticthat they would if they had
someone that would challengethem, that would hold them
accountable, that would get themto think differently about who
they are today.
And I think when I look at thatone-on-one coaching model,
(10:50):
that's really what it's aboutfor me.
You mentioned impact.
You mentioned not being aboutthe money.
The money will take care ofitself and we can talk about
that and you'll get paid for thevalue they provide when you
change lives.
I listened to a guy who actuallyone of the very first times I
got introduced to Ed Mylett on apodcast, I was listening to
Rory Vaden and you've heard Edsay this, but Rory said hey,
(11:11):
you're most powerfullypositioned to help the person
that you used to be, and whenyou can stay focused on those
individuals that you used to bein your journey from a
leadership standpoint, you'regoing to get more, and the most
powerful referral that you canget is a changed life that
someone starts to talk about.
Last thing I'll say on thattopic I call my coaching model
the greatest story ever told,whether it's business or whether
(11:33):
it's an individual.
And that greatest story evertold to me the way I think about
it from an impact standpoint iswhen someone is asked in the
future to write down the name offive people who've had a
positive impact on your life,that someone writes your name on
their list as someone who'smade a difference in their life
(11:53):
and you don't even know about itas their coach.
You don't need to know about it.
All you need to know is thatthat's the greatest story ever
told, when someone writes yourname on their list.
Speaker 2 (11:58):
That's so good.
I absolutely love that, and I'mdoing some work with a guy
named Taki Moore, and I don'tknow if you know who Taki Moore
is or not, but anybody that's onhere that's in the coaching
industry should look him up.
He helps coaches grow theirbusiness and their platforms on
the group coaching level, whichis something I'm really starting
to focus more on because it'smore scalable to impact more
lives.
That's the direction I'm going.
(12:19):
But let's go back to whatyou're talking about working
inside corporations or companiesthat bring people in like us.
The biggest gap there is and Icall this gap coaching is the
gap between leadership in mostcompanies and their performers.
They think that they're on thesame page, but they're not, and
I know this because I just leftthis type of role.
I was the intermediary betweenthe two leaders in the company.
(12:40):
I was a leader, but I was withall the salespeople, right, so I
spoke their language more on adaily basis than the owners of
the company did.
That's just how it worked.
I was just there.
More hands on more than theywere.
Nothing against them, butthat's just how it works.
So that just made me think.
Also, it's like John.
There's so many companies outthere that need somebody like us
(13:00):
to come in and close that gapright, build a bridge,
accountability just differentthings.
And what I know for sure is iswhen you help these grow with
their sales, they'll pay youwhatever it takes.
I used to do consulting in somedifferent special events in the
car industry and they would payme astronomical amounts of
money to be there for five daysbecause I would change the
(13:21):
mindset of everything thatthey're doing.
What is your take on that?
As far as that gap, when you gointo these companies and it's
so simple to me because it'ssuch a breakdown in
communication but are youfeeling the same way when you go
into these companies to helpout?
Speaker 1 (13:33):
I think, chris, there's no doubt about it,
Whether it's in the healthcareindustry, which I've worked at
for a while, and the CEOs thatare generally promoted to CEO
position are not ready to beCEOs.
They've been the best physician, they've been the best manager,
and oftentimes they're promotedinto position they're just not
ready for.
And so one of the things thatyou're talking about with
regards to that gap, frankly oneof the gaps is their leadership
(13:53):
lid that they have onthemselves.
They've worked really hard toget where they are.
They've performed, they've beenthe top performers, but they
haven't had to be a leader anddevelop others to be successful
in the business.
And so one of the things that Iidentify for them really
quickly is that this business,it's the hit by the bus rule.
If you get hit by the bustomorrow, what's going to happen
(14:15):
to this business?
And if it's going to fail, thenyou're not leading this company
, you're not developing thepeople that need to be led.
So how I end up working with theteams not necessarily as team
coaching, although I do havesome module coaching on
different tools, but I'll coachthe top leader of the
organization on where their gapsare and then I'll coach their
leaders as well, and so thatthere's a to your point, a
(14:36):
bridge between the two that theyunderstand.
There's confidentiality in allthe coaching that's done, but
there's a consistency in theapproach that's being taught.
So it's not one leader learningin a silo, it's a leadership
team learning a set of toolstogether to be successful.
Look, you're exactly right whatgot us here won't get us there.
Many times we work with smallerorganizations, especially when
(14:58):
we're a smaller coach gettingstarted out.
We're probably not going tocoach the top 50 companies in
the organization.
We might coach one of theirindividuals because of
relationship, but we're coachingpeople who have built a company
over us.
They might be a secondgeneration or a third generation
owner that have absolutelyworked their tails off to make
things happen and they'relooking to retire, but they
can't leave okay, because theyhaven't developed the people
(15:19):
that are ready to run thebusiness.
So I spend a significant amountof time working with leaders to
get out of working so much inthe business and work on the
business and developing theirpeople so that those others can
make that happen and they can goout if they want to and buy a
yacht or whatever they want todo, or play golf whatever they
want to and not worry aboutwhether or not the business is
going to be right.
Speaker 2 (15:40):
Yeah, I'm a big fan of working on the business and
not in it.
Today I spent about four hoursworking on my coaching business
and not in it.
Today.
I spent about four hoursworking on my coaching business
and not in it.
I had zero clients today tomeet with, so I literally spent
multiple hours mapping out somestrategies that I'm working on.
So I love that.
I like to use the analogy whenI'm talking to corporations and
(16:00):
companies that are looking at mein when they bring in somebody
new into a CEO role or whatever.
It's just like in football.
I'm a huge football fan, right.
So they bring in a head coach.
What does a head coach need?
Head coach needs an offensivecoordinator, defense coordinator
, special teams linebacker,coach, wide receiver, like all
these other coaches underneathhim.
(16:21):
A head coach is not normally thepeople person to the players.
He's not, and I think that'swhere it's lost in companies.
I'm the CEO, listen to me.
Well, they want they're morerelated or feel more relatable
to the guy who's just once ortwice removed from the CEO,
right?
And then you get CEOs who havethat problem of well, I don't
want to coach up this guy, thisguy too much, because he may
(16:44):
take my job or he may leave.
It's the most absurd thing inthe world is why wouldn't you
overtrain everybody?
And if they leave, they leave.
I'm not going to keep anybodyaround who doesn't want to be
part of that growth and thattraining.
So I love that.
When I have a conversation withsomebody who's an owner of a
company or a high-levelindividual, let's talk about the
breakdown in communication, andmost people are football fans
(17:07):
so I can have that conversationwith them.
I'm sure as I expand, they'renot going to be football fans.
They have to understand youknow football, oh, football
right yeah.
But it's still the same.
It's still a coaching tree,right.
It's still supporting peopleand understanding that I can't
be the end-all, be-all as a CEOof a company, and I think that's
where most CEOs fail, becausethey want to be friends and do
(17:29):
this with everybody.
But you're not relatable to theguy who's making $50,000 a year
.
You're not relatable to him asmuch as you want to try, you're
not, so you have to have thoseother people in there.
Do you see the same thing whenyou deal with?
You've got to try to help thatgrowth pattern or come up with a
coaching tree internally to dothat.
Speaker 1 (17:47):
I absolutely do, chris.
I mean you know, to stay alongthat football analogy, lou Holtz
would say I mean you got tohave, there's no doubt about it,
the leader has got to be reallystrong.
But he's not going to be a verygood leader very long if he
doesn't have good players andgood coaches.
Okay, good coaches can kind ofwin a couple games, but great
coaches Look at the tree youmentioned Nick Saban's tree in
terms of the coaches thatcontinue to get promoted out of
(18:09):
there.
Now, I do believe you have to beable to connect with the people
at all levels and be able to,in essence, manage by walking
around and let them know, takecare and be able to communicate
your vision at multiple levelsin the organization.
Having said that, I don't thinkthere's any way you can possibly
do that on your own.
If you don't have a team thatyou set objectives with, give
(18:30):
them targets, measurable targetsthat they can hit on a regular
basis, and give them, in essence, the freedom to make that
happen, but hold themaccountable when they're not as
well, then you're not going tobe successful as a CEO, and I
think that's a gap that Iactually see, you know.
The other thing you mentionedwas the word friends.
Okay, you get in those smallbusinesses and those CEOs
(18:51):
promote their friends topositions.
Then they can't hold themaccountable anymore because they
feel like they would break afriendship.
That person is dragging theorganization down where they
promoted their best friend tothe VP of sales and he's not
performing.
How do you make that change asan organization?
So I'm not saying you can'twork with friends.
All I'm saying is you got todraw a line between can I hold
somebody accountable to the-.
And.
Comma leaders, hope you'reenjoying the episode.
(19:12):
So far, I believe in doingbusiness with people you like
and trust, and not just acompany name.
That's why a strong personalbrand is essential, whether
you're an entrepreneur or aleader within a company.
Brand Builders Group, the folkswho have been helping me refine
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(19:34):
So head on over toCoachJohnGallaghercom slash BBG,
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That's coachjohngallaghercomslash BBG.
Now let's get back to theepisodes and you've got to have
results and the proper behaviors.
You've got to set a core valuesthat you live to as an
(19:55):
organization, because peoplewill see right through that as
well.
Speaker 2 (19:58):
Yeah, I think that's another term that's used so
loosely these days core values,it's some words on the wall and
when it really comes down tobehind the closed doors and
leadership, that's a bunch of BS.
So I agree, and the thing ispeople see that in the
organization, they see it, theyfeel it, they know that what
you're spewing is not exactlywhat's happening there.
Like, I love the Ben Newman'sover feelings and I think we
(20:19):
have to have a standard of whatwe do.
Standards are right and I'mcoaching a super high level
realtor right now and we'retalking about this team he's
putting together and how he hasto create a standard of how many
phone calls a day his newrealtors have to make to the
leads he buys.
We have to have a standard andit's not they're going to call
from nine to 10.
No, we're going to have 60touches a day or whatever that
(20:41):
number is, and that's thestandard we lead to.
Now what I have found is dealingwith people that have teams or
in organizations that have neverhad the standard.
Unfortunately, when you put thestandard in place, you may have
to get rid of some peoplebecause they're so used to not
having the standard.
Now I have to come in and say,okay, look, this is how it's
going to work, this is whatwe're going to do and they're
going to buck it a little bit.
Not about you, but I've been insituations where I go in and I
(21:03):
run some things for a companyand then all of a sudden you see
one of the guys slide throughbehind you in the back door and
he ends up with a CEO and he'sin there, you know, pouting like
he's a three-year-old.
So I think it comes down to thedaily standards we create for
our salespeople, for sure, andthe accountability portion of
that.
But how did you navigate that?
When you're in a small companyand it is friends, it is whoever
(21:24):
and every time I've got one ortwo guys that are going to fight
me and they're going to not youknow, you don't know this, and
they're going to go in there andrun that.
Has that happened to you, john?
Speaker 1 (21:32):
Well, holy Chris, on a regular basis and you know
you're going to go into thoseorganizations on your own and
you're going to consult withthem or you're going to go in
there and say, look what youmeasure acceptable.
You have to make a change.
As a leader, you have to make adecision.
I was listening to a study lastnight.
(21:53):
We had our home group at thehouse and one of the things Rick
Warren says everybody's got adream.
They want to be this greatcompany.
I mean, everybody really doeshave a dream.
They want to be this greatindividual, this great leader.
But nine out of 10 of thoseindividuals are not willing to
make the choice that they'regoing to make.
The disciplines and you knowthis thing from disciplines you
(22:13):
do 75 hard.
You've instilled someincredible disciplines to make
changes in your life and therearen't many people that are
willing to do what you've donethe law of sacrifice.
I want to do what that companydid, yeah, but are you willing
to do what they've done?
To do what they do?
And you have to get ready to,and that's for me, that really
makes my uniqueness is theintentionality.
I don't let up.
You got to be a dove on a bone,Okay, when you say something
(22:34):
like you need 60 touches a dayand they do 40 touches a day,
are you going to accept that orare you going to address that as
an individual and try to getthem to change their?
Speaker 2 (22:44):
behaviors.
Let me jump on that.
I don't normally cut, but itreminds me of a conversation I
have with Ben Newman, and thoseof you listening, if you don't
know who Ben Newman is, find outwho Ben Newman is.
He is continued fight onInstagram, but I'm on a first
call ever with Ben.
It's December 26th of last year.
He's he messaged me and saidyeah, I'll do a call with you at
(23:04):
12 on December 26th.
I'm like man, I'm off the wholeweek after Christmas, but I'll
get on with Ben Newman, right.
So we're talking and he saidhold on.
I want you to understandsomething.
When you're given something youneed to get done in business.
It's the same thing.
Would you walk in to theFlorida Gator locker room when
you're playing football atFlorida and the strengths coach
says we're going to do 10 setsof 10 bench today, chris, you're
(23:26):
not going to tell him thatyou're going to do four sets of
five, right, like I mean, you'renot going to do that.
So why do you do that in yourpersonal, in your business life?
Why do we do that?
Why do we put up with that?
I'm glad people do, becausethat gives us more opportunities
to coach them First of all.
Speaker 1 (23:39):
That's right, Exactly right.
That's what makes this industryand you said it at the very
start there's such a need,because there's such a gap
between where they are today andwhere they need to go.
Speaker 2 (23:48):
Yeah, and I find it really frustrating in this way,
because I've always beensomebody who puts forth a ton of
effort and I've been inleadership and running car
dealerships from the time I was19 years old.
I just expect everybody else todo what I do and I thought that
was normal, but the older I gotI realized that most people are
just okay with doing nothing.
So the call I was on today wastalking about John, and this is
(24:10):
a question for you on thecoaching side how do you address
a client that probably justisn't a good fit for you?
I mean, I'm sure you firedclients.
I've fired clients.
I'm just curious what does thatlook like and how do you make a
decision?
If they're a good fit for thebest story told, how do you
decide that?
Speaker 1 (24:25):
No, it's a great question, chris, and it's one
that, while I've been on thejourney early enough, I've
probably not had the ability tomake all those choices at the
start.
We don't get to choose all ofthe players that we want to, but
I really try to line it upright on the front end in terms
of what the expectation is.
You know, when you set up asystem like we're going to do
two coaching calls a month andyou don't get to change those
(24:45):
calls, you know you might benice enough to change especially
when they're CEOs, they'regoing to have some challenge,
but are they willing to hit thatdiscipline really early?
And then we do formal quarterlyreviews reflecting what's going
well and what isn't going well,what could be going better.
With regards to going throughthat with the client and asking
them what do I need to dodifferent as a coach?
We've got to write in thepaperwork you can make a change,
(25:06):
you can stop it whenever youwant to.
There's no hard feelings,there's nothing.
If it doesn't work, it doesn'twork.
Having said that, I've had abouta 95% renewal rate with regards
to that and the only ones thathave changed so far, and this is
not about me.
I think it is about the processthat they go through is that
they're retiring and they justdecide they're not using that as
business coaching and theydon't have that investment for
(25:29):
them anymore.
But I think that's important onthe front end, to outline,
almost sliding that paper acrossthe table and says are you
willing to do the things thatare in this checklist?
Are you willing to meet with mefor an hour twice a month on
phone calls and then an hour ortwo of homework, and do the
action plans that are reallywaiting to be done?
Because if you're not willingto do that, you're wasting both
of our time.
You're wasting your money andyour time and you're wasting my
(25:51):
time as well to be able to workwith someone who can create that
story.
Now it might be that I've beenfortunate enough to have the
relationships that allow me tonot to have to do that very much
so far, but I know that time'scoming.
I know that time's coming whereI'm going to have to fire a
client In the days of the bigcompany world.
Absolutely, we have to do thatwhen folks want to change it
Because they're looking to usfor ROI.
(26:11):
They're going to come to us thefirst time that it is
struggling just a little bit andsay where's the return on my
investment?
I have a story.
There's an organization priorto starting on my own, but they
asked us.
They said are you willing toguarantee your coaching results
for our organization?
While I didn't say it, mypartner said as we were standing
, I said absolutely I'llguarantee it.
I'll guarantee we'll get youresults.
(26:32):
And my partner said are youwilling to let us run your
business?
Then he's like no, I'm not.
That I said well, then I can'tguarantee your business, because
there's going to be a time whenyou say, just like your
exercise analogy in the Floridalocker room, you're going to
tell me you're not going to dosomething that I told you you
need to do.
That's going to come the timeto say I don't know that I can
help you anymore.
Speaker 2 (26:50):
Yeah, I think that's powerful to be able to back that
up and understand.
I did have one client.
I've only had one client everasked me what's your guarantee?
I'm like my guarantee is I'mgoing to show up on every
coaching call and be ready tobring you something of value.
And if you don't think it's avalue, then we'll reevaluate and
maybe move on to something else.
And he's become one of my bestclients.
So you know, it's so funny whenpeople start asking guarantees.
(27:13):
And here's my whole processbehind that.
It's the same thing in themortgage industry when they ask
you, john, what's your rate?
You know why they ask you that,because they don't know what
else to ask you.
Okay, so I don't take offenseto someone saying now, I love
something that I learned fromRene Rodriguez.
When people ask you what's yourprice, and he always responds
your price to hire me or to nothire me.
(27:33):
And that's a powerful statement, right, like.
So my price is a price, but ifyou don't hire me, you're going
to continue getting the resultsthat drove you to get on this
phone call with me right now,right.
So I think that coaching issuper important.
I'm coached.
I have a personal coach,business coach.
He takes care of me.
That's Adam Roach.
I also do a bunch of one-on-onestuff with Ben Newman and then
(27:55):
I do some group stuff with Ben.
I think you and I were on thesame call recently with Ben, but
Ben and I have been able to dosome really cool one-on-one
things and actually I'm going tospend some time with him next
week.
He's coming to Orlando and he'sbecome a mentor for me, right.
And now I've got Taki Moore, whoI'm doing some stuff with,
who's super high level and Ishare that with people because
I'm not trying to impress themor anything else, but I'm
letting you know that as a coach, I'm coached, right, I believe
(28:19):
in what it is, and I'm on agroup coaching call the other
day with a bunch of othercoaches and some of them were
new to the industry and I said,okay, well, how many of you are
coached?
And about 60% of them were andI said here's my opinion If
you're not coached, you need toget off the call right now.
And some of them got offended.
I'm like, how can you asksomeone to commit to you if
you're not getting advice aswell?
Are you the end, all be all?
(28:39):
Do you know everything there isto know about the world?
Because if you are, then I wantto know but what's your take on
that as far as coaching and acoach being coached and
everything else?
Speaker 1 (28:49):
and a coach being coached and everything else.
Chris, I think it's spot on.
So I have two coaches.
Well, I have a coach and amentor.
I have a coach that I work withon a monthly basis on the
branding side of the businessand working on the strategy
going forward, and I have amentor who's ultimately there,
and I see the difference in thementor and the coach mostly
being experience.
That mentor is someone who'sexperienced many of the things
that I'm doing, who'sexperienced many of the things
(29:09):
that I'm doing, and he alsomakes a great coach because he
challenges me, he inspires me,he encourages me.
A lot of stories with him, andI believe that and it's about
the business, by the way, thestory for me was back in 2017,
when I had tried so hard toreally work my own fitness
journey and to make that work,chris, and it wasn't happening.
I said I think I need a coach,I need a trainer to help me get
(29:30):
better in this space, that Ineed someone to teach me what I
need to do from an exercise andnutrition standpoint, and it was
January 11, 2017.
I walked into that gym andMargo was there, and I ended up
about three years later in Men'sHealth Magazine with regards to
that transformation.
That was there, but I had afull-time trainer basically for
three years to help me on myfitness journey.
(29:52):
If you're looking to growyourself from a spiritual
standpoint, you need a mentor orcoach to grow your faith.
I absolutely agree with you,100%, that if you are going to
be a coach of some sort or anytype of leader that you need a
coach.
I mean Jim Rohn talks aboutyou're the average of the five
people that you're so closelyassociated with.
If you're the smartest personin the room, you need to get a
(30:13):
new room right.
I mean, there's a lot ofdifferent cliches that go along
with that, but we need tocontinuously grow.
It's a lifelong learningjourney and if we're going to
preach that to others, you'reabsolutely right.
Why wouldn't we live that onour own?
I would want to know, when I'minterviewing a coach, who
coaches you.
It's a great question to ask,right?
It's like Renee's question.
Speaker 2 (30:31):
I talk a lot about that.
I go to a lot of events.
I invest in myself.
I get in rooms that ChrisWelton probably didn't belong in
at some point, right, and youknow the story behind the Jordan
, and I've been able to use theJordan to leverage that to get
in these rooms with people orget on phone calls with people
that people dream aboutconnecting with right.
But the difference for me thereis is I don't look at it as one
(30:52):
phone call Like I've got these.
I got some numbers in my phone,john, that I could probably
sell for a lot of money on theinternet Would never do that but
I can text certain people andthey respond to me like high
level individuals and they likethat right.
Like I've become really goodfriends with a guy named Damon
West.
I don't know if you know whoDamon West is or not, but
Damon's in Orlando right now.
(31:12):
Coffee bean.
Yeah, and we were on the phonelast night chatting because we
were trying to get togetherwhile he was in town and we just
weren't able to make it work.
Like I had something come upthis morning where we couldn't
meet.
But I sent him one, jordan John.
That's how I met him, and thenwe in November last year and
we've just become friends eversince, right.
So I share that with peoplebecause I want you to understand
(31:33):
that a lot of people that youwant to connect with are
available and they will talk toyou and have conversations with
you.
David Meltzer is another guy,and if anybody doesn't know who
David is, look him up Superhigh-level individual.
If you've seen the movie JerryMaguire, okay, that's about yeah
, so, but he's very easy to getin touch with.
I won Jordan Tim as well andthen met him in Las Vegas in
(31:56):
person.
But the thing is is that figureout who you want to be in this
space and then find as manypeople as you can that are doing
the little things that you wantto do.
So I just pull a little bitfrom this guy.
A little bit from this guy,because I'm not going to be Rene
Rodriguez, I'm not going to beJohn Gordon.
I'm not going to be JohnGallagher.
I'm Chris Welton, and peopleknow me as one hand at a time.
That's who I am.
(32:16):
But if I can take a little bitfrom this guy, a little bit from
that guy, and it makes me abetter person and I can impact,
let's do it, dude, let's do it.
Speaker 1 (32:32):
So, chris, I love the creativity that you have in
making that happen and I loveagain those individuals aren't
replying back.
If you're not changing as aresult of what they talk to you
about as well, okay, you'remaking an investment in them on
the front end, but what theyreally want to know is that
they're changing a life andthey're changing your life, and
they can see that you'reimproving.
They can see that they'rehaving an impact.
So they are going to get backwith you.
Those are the ones that you getback with.
The ones that aren't going todo, they just want to take.
They just want to hear from me.
They just want to take.
They're not going to get backin touch with you.
(32:53):
So they see that you give.
They see that you're givingback to others what you're
learning as well.
So I think you shouldabsolutely be For me.
You see them behind me.
I'm a gracious reader when itcomes to call him after I'm done
and say, hey, would you be onthe podcast or would you chat
(33:15):
with me?
Jeff Henderson, who wrote thebook what to Do Next.
He put in the back of his bookhis cell phone number.
He says get in touch with me.
So I did.
I mean I gave him a call andwe've been.
I don't want to say you know.
Again I'll stop short of sayingfriends, but he's been on the
podcast.
CEOs that are generally promoted to CEO
position are not ready to beCEOs.
They've been the best physician, they've been the best manager
and oftentimes they're promotedinto position they're just not
ready for, and so one of thethings that you're talking about
with regards to that gap,frankly, one of the gaps is
their leadership lid that theyhave on themselves.
Speaker 2 (00:31):
Welcome to the One Hand at a Time podcast.
I'm your host, chris Welton.
I've got a special guest foryou today.
I have coach John Gallagher.
I cannot wait for him to getinto his story behind coaching,
what he's super passionate aboutand just the state of the
coaching industry right now.
I feel like everybody has thetitle coach on their business
card and on LinkedIn andeverywhere else.
(00:51):
Here I'm a guy who just jumpedout of my big corporate job to
go coaching full-time, so Iguess that we can deconstruct
that.
As my wife would say, let'sjust go deep here, john.
Welcome to the show, chris.
Speaker 1 (01:02):
I appreciate you having me on the show.
Let me start out by saying it'sa great opportunity and I
appreciate you investing thetime with me.
Some of the things you've gotgoing on, as I've read, you've
got a book coming out.
Obviously, the One Hand at aTime podcast is making a
difference.
Some of the guests that youhave on there really make a
difference in the effort anddiscipline you're putting in to
make this happen.
It's pretty powerful.
I know you're making an impact,so that's really cool and
(01:24):
thanks for letting me be a smallpart of it.
You mentioned that aboutcoaching.
I think it's so funny, just asa story, to go along with that.
So I was looking forjohngallaghercom and when I went
to buy that domain about threeyears ago, when I decided to go
into this thing on my own afterleaving the corporate world
myself, is that there was a DJin Pittsburgh, pennsylvania, and
he didn't have any desire tosell his domain to me.
(01:45):
So I had exactly what I wantedto do.
I didn't know if I wanted to bethe John Gallagher and I ended
up settling on Coach JohnGallagher.
And then I go and do the Googlesearch and there is a Coach
John Gallagher in collegebasketball as well, so I still
can't get on the first page ofthe tour, but coaching can be
something that's fun to talkabout.
It's very rewarding and it'ssomething that you're exactly
(02:05):
right, I am pretty passionateabout.
So I'm looking forward to ourconversation today.
Speaker 2 (02:08):
Yeah, you know, it's like I said in the intro.
There is that the term coachinghas just become something that
I feel a lot of people arejumping into, maybe for the
wrong reasons, I don't know.
I mean, I'll kind of break downmy decision to go and then we
can kind of figure out whatyours was.
To leave that job and for me, Ihad felt I reached the most
(02:29):
people I could impact on thatscale was in the company I was
at.
And to continue impacting morelives, which is what I really
thrive on, I had to leave.
I had to move on from thatposition where I was at for
seven and a half years and gochase my dream to do something
different.
And then and it's so funnybecause then I see an article
from Renee Rodriguez, who's apersonal friend of mine he was
talking about how be careful.
There's so many people outthere that call themselves coach
(02:50):
and they really don't know whatthey're doing and they're not
specialized in certain areas.
So the first thing I thoughtwas did Renee write that for me?
You know, because that's justhow your brain works, right?
I know that's the the case.
I've talked to this multipletimes, but I was like Renee, are
you trying to tell me something, but what's your take on that?
I mean, what took you fromcorporate America to coach?
And then what do you feel thestate of the coaching industry
(03:13):
is right now?
Speaker 1 (03:14):
Sure, well, you think about my journey and I'd love
to say that it was that I justhad wanting to impact more and
decided to jump In this case.
For me, it was something thatwas a push and it's something
that I've learned over time.
So, covid, I worked for a largecompany for a time, did
coaching and consulting so again, you want to start getting in a
conversation the differencebetween coach, consultant and
(03:34):
mentor and all those things butI was doing coaching at a large,
a big 10 company as goingforward.
We were a face-to-faceconsulting company and I found
myself doing coaching, if youwill, on the side.
Coaching to me was ultimatelytaking people to a place from a
leadership standpoint in myspace that they weren't really
willing to go to on their own.
We've got a podcast called theUncommon Leader Podcast, so it
(03:57):
was that uncommon component ofthey were a good coach today,
but to be a great leader, theyreally needed to challenge
themselves and go forward.
Well, once our business wasface-to-face for so long, covid
hit back in 2020.
I was consulting in thehealthcare space and we couldn't
go face-to-face anymore.
We couldn't get into hospitals,we couldn't get into clinics,
(04:18):
and so our organization rodethat out for a little while.
It got to the point where I'dbeen sitting at home for four or
five months and those bigcompanies are not going to
employ you if you're notgenerating revenue.
And so they gave me a runway.
And the idea behind coachinginterestingly enough, in the
model that I use is that youstart off with a dream, and I
had a dream I shared with acouple of bosses about 10 years
prior to that and said I'dreally like to use this model in
(04:40):
terms of coaching to impactothers, to listen to people, to
develop their soft skills, to goalong with what was really
important from a businessstandpoint, to go forward.
And at that time that boss said, hey, that's probably a good
thing, but it's probably notgoing to work here.
And I got sucked into bigcompany security.
I was nervous.
I didn't want to jump and losethat health insurance and lose
(05:01):
that regular salary that wasthere and all those different
components Until, frankly, I wasgiven the boot and had to make
a decision whether or not Iwanted to get back into
corporate America in a differentside or really trust what my
dream was and make a decision togo forward.
That was something I had to do.
I had a long discussion with mywife and said we're going to go
try this out.
I felt like I had enoughrelationships in the space that
(05:22):
you're working in.
I think that's a great big partof what happens with regards to
being successful at coaching iswhat are those relationships
that you already built?
Who's going to be able tointroduce you to others that are
going to help you to make adifference, chris, and I think
that's the power of what'shappening.
I think I've seen many guests onyour show and you and I follow
the same influencers for themost part, and you get to call a
(05:44):
few of those guys friends whereI'm just getting to know them
the John Gordons and the BenNewmans and the Ed Myles of the
world.
Those are the folks that reallytalk about the power of one
more and having confidence andattacking the process, all those
different components that ittook an influence like that and
really say I was ready to trythat out on my own, to have
support for my wife as well, toget that going, and we made that
(06:06):
happen.
That's been three years and Igot to tell you I appreciate it
more on that entrepreneurialside than I ever thought I would
in terms of being out on my own, the freedom that is, the
ability to set your own scheduleand to work with the people
that you want to work with.
It's been really cool.
Now, again, I don't know ifI've specifically answered your
question about coaching, butultimately that's how I ended up
going through it.
Speaker 2 (06:27):
Well, you definitely answered the question, but gave
me more opportunities to come upwith more questions as my brain
works.
That's just how my brain works,right?
Speaker 1 (06:34):
That's how these conversations work really well,
absolutely.
Speaker 2 (06:37):
So that's the great thing about my show is I
literally have no questionswritten down.
I don't look at that stuff andif somebody doesn't like it they
can always disconnect and wecan move on to the next show.
So I'm not a controversial guy,so I'm not going to ask you
political parties or anythinglike that.
I do want to get into theimportance of the decisions that
are made because of your spouse, right Like.
So my wife and when I came toher a year ago and I said you
(07:00):
know, I think I want to leave myjob and become a full-time
coach and I want to speak and Iwant to run my podcast and she
has been the one who's like onboard the whole time, the whole
time literally said to me, if wehad to live under a bridge to
make this work, that's what Iwould do.
So without that, if someone'slooking on this, listening to
this call, and they're thinkingabout leaving their cushy type
(07:22):
of corporate job or whatever,make sure you've got a support
system.
If your spouse is not on board,you might want to rethink those
things through, because thatcould be a catalyst for
something somewhere.
And my wife's like look,everything that you really put
your heart into Chris.
You've been able to succeed atsome level.
So what's this look like?
And we spelled it out.
We looked at it.
We weren't sure what the righttime was going to be.
(07:43):
And as I was meeting with agroup of guys in Las Vegas
recently, we're sitting at atable and I'm talking about the
stuff I was able to accomplishdoing this 20% of the time.
And when I got back from LasVegas I said, babe, I'm going to
resign tomorrow and there we go.
So here we are right.
So I'm out here doing this nowand I'm fresh out on the market
full time.
But I want to get back to thecorporate America piece.
(08:04):
John, it's like you and I bothworked in that area and in good
jobs.
That's not like we were in themailroom nothing wrong with the
mailroom but it's not like wewere in a mailroom position.
We had nice, successful careers.
But how powerful is it now thatyou can say you can't, like
nobody tells me what I'm worth.
I can figure out what I'm worthnow.
Can you break for me how thatfeels?
Speaker 1 (08:24):
Chris.
I love that.
It even goes into a meme that Ihad a friend that shared with
me just two days ago, I believe,and it was funny as he shared
through.
It was like most corporationstoday are not necessarily
interested, if you will, in youbuilding your personal brand and
having a personal impact.
Okay, so they talk about thingslike share what you learn,
share what you're an expert at,and things like that, but
ultimately what that reallymeans is share their latest post
(08:46):
on LinkedIn so that folks knowyou work for that company.
I just finished reading a bookcalled the Authority Advantages
Forbes book written by a coupleof guys from Forbes who talked
about that that people haveconfidence in more of a name
today in terms of the industryand what's happening inside of
that industry than they do in acompany, and I think again, that
comes back to that relationshippiece that I'm talking about.
(09:08):
The story that I had.
I had a podcast when I was withthis company before I had
another guy, a doctor, that Iinterviewed with and we did a
segment.
We were purchased by a largecompany that said, yeah, you can
keep doing the podcast, but weneed to review everything you
say first before you can go andbe in there, and so you're
exactly right.
It's not about talking politicsor faith, which is very
important to me as well, but itis having that freedom to really
(09:31):
share your story and get towork with the individuals that
you want to work with.
Speaker 2 (09:35):
Absolutely.
When I look at the opportunitythat presents itself in the
coaching arena right the impactI can have on people's lives and
not thinking about the moneyportion of I'm not chasing
dollars, that's not what I'minterested in doing, but I also
know what my value is now.
My value will continue toincrease based off of my results
(09:57):
.
So the more people's lives Ichange, the more results are
driven and therefore that youcan monetize that to a higher
level.
So I'm curious do you do justone-on-one coaching?
Are you doing group coaching?
What does that look like?
Speaker 1 (10:06):
The primary business model that I have is one-on-one
coaching, but what I reallythrive around is working with an
organization on deploying theirstrategic plan, with the
initiative.
So when I think about theproblem I solve whether it's
with the organizations that I'mconsulting with, advising them
on the work that they're doing,or individuals that I'm
one-on-one coaching ultimatelyit's underperformance, that
(10:28):
they're not quite getting out oftheir business, whether they're
an entrepreneur or their life.
Frankly, in terms of thedifferent types of individuals
that I coach, it's not agnosticthat they would if they had
someone that would challengethem, that would hold them
accountable, that would get themto think differently about who
they are today.
And I think when I look at thatone-on-one coaching model,
(10:50):
that's really what it's aboutfor me.
You mentioned impact.
You mentioned not being aboutthe money.
The money will take care ofitself and we can talk about
that and you'll get paid for thevalue they provide when you
change lives.
I listened to a guy who actuallyone of the very first times I
got introduced to Ed Mylett on apodcast, I was listening to
Rory Vaden and you've heard Edsay this, but Rory said hey,
(11:11):
you're most powerfullypositioned to help the person
that you used to be, and whenyou can stay focused on those
individuals that you used to bein your journey from a
leadership standpoint, you'regoing to get more, and the most
powerful referral that you canget is a changed life that
someone starts to talk about.
Last thing I'll say on thattopic I call my coaching model
the greatest story ever told,whether it's business or whether
(11:33):
it's an individual.
And that greatest story evertold to me the way I think about
it from an impact standpoint iswhen someone is asked in the
future to write down the name offive people who've had a
positive impact on your life,that someone writes your name on
their list as someone who'smade a difference in their life
(11:53):
and you don't even know about itas their coach.
You don't need to know about it.
All you need to know is thatthat's the greatest story ever
told, when someone writes yourname on their list.
Speaker 2 (11:58):
That's so good.
I absolutely love that, and I'mdoing some work with a guy
named Taki Moore, and I don'tknow if you know who Taki Moore
is or not, but anybody that's onhere that's in the coaching
industry should look him up.
He helps coaches grow theirbusiness and their platforms on
the group coaching level, whichis something I'm really starting
to focus more on because it'smore scalable to impact more
lives.
That's the direction I'm going.
(12:19):
But let's go back to whatyou're talking about working
inside corporations or companiesthat bring people in like us.
The biggest gap there is and Icall this gap coaching is the
gap between leadership in mostcompanies and their performers.
They think that they're on thesame page, but they're not, and
I know this because I just leftthis type of role.
I was the intermediary betweenthe two leaders in the company.
(12:40):
I was a leader, but I was withall the salespeople, right, so I
spoke their language more on adaily basis than the owners of
the company did.
That's just how it worked.
I was just there.
More hands on more than theywere.
Nothing against them, butthat's just how it works.
So that just made me think.
Also, it's like John.
There's so many companies outthere that need somebody like us
(13:00):
to come in and close that gapright, build a bridge,
accountability just differentthings.
And what I know for sure is iswhen you help these grow with
their sales, they'll pay youwhatever it takes.
I used to do consulting in somedifferent special events in the
car industry and they would payme astronomical amounts of
money to be there for five daysbecause I would change the
(13:21):
mindset of everything thatthey're doing.
What is your take on that?
As far as that gap, when you gointo these companies and it's
so simple to me because it'ssuch a breakdown in
communication but are youfeeling the same way when you go
into these companies to helpout?
Speaker 1 (13:33):
I think, chris, there's no doubt about it,
Whether it's in the healthcareindustry, which I've worked at
for a while, and the CEOs thatare generally promoted to CEO
position are not ready to beCEOs.
They've been the best physician, they've been the best manager,
and oftentimes they're promotedinto position they're just not
ready for.
And so one of the things thatyou're talking about with
regards to that gap, frankly oneof the gaps is their leadership
(13:53):
lid that they have onthemselves.
They've worked really hard toget where they are.
They've performed, they've beenthe top performers, but they
haven't had to be a leader anddevelop others to be successful
in the business.
And so one of the things that Iidentify for them really
quickly is that this business,it's the hit by the bus rule.
If you get hit by the bustomorrow, what's going to happen
(14:15):
to this business?
And if it's going to fail, thenyou're not leading this company
, you're not developing thepeople that need to be led.
So how I end up working with theteams not necessarily as team
coaching, although I do havesome module coaching on
different tools, but I'll coachthe top leader of the
organization on where their gapsare and then I'll coach their
leaders as well, and so thatthere's a to your point, a
(14:36):
bridge between the two that theyunderstand.
There's confidentiality in allthe coaching that's done, but
there's a consistency in theapproach that's being taught.
So it's not one leader learningin a silo, it's a leadership
team learning a set of toolstogether to be successful.
Look, you're exactly right whatgot us here won't get us there.
Many times we work with smallerorganizations, especially when
(14:58):
we're a smaller coach gettingstarted out.
We're probably not going tocoach the top 50 companies in
the organization.
We might coach one of theirindividuals because of
relationship, but we're coachingpeople who have built a company
over us.
They might be a secondgeneration or a third generation
owner that have absolutelyworked their tails off to make
things happen and they'relooking to retire, but they
can't leave okay, because theyhaven't developed the people
(15:19):
that are ready to run thebusiness.
So I spend a significant amountof time working with leaders to
get out of working so much inthe business and work on the
business and developing theirpeople so that those others can
make that happen and they can goout if they want to and buy a
yacht or whatever they want todo, or play golf whatever they
want to and not worry aboutwhether or not the business is
going to be right.
Speaker 2 (15:40):
Yeah, I'm a big fan of working on the business and
not in it.
Today I spent about four hoursworking on my coaching business
and not in it.
Today.
I spent about four hoursworking on my coaching business
and not in it.
I had zero clients today tomeet with, so I literally spent
multiple hours mapping out somestrategies that I'm working on.
So I love that.
I like to use the analogy whenI'm talking to corporations and
(16:00):
companies that are looking at mein when they bring in somebody
new into a CEO role or whatever.
It's just like in football.
I'm a huge football fan, right.
So they bring in a head coach.
What does a head coach need?
Head coach needs an offensivecoordinator, defense coordinator
, special teams linebacker,coach, wide receiver, like all
these other coaches underneathhim.
(16:21):
A head coach is not normally thepeople person to the players.
He's not, and I think that'swhere it's lost in companies.
I'm the CEO, listen to me.
Well, they want they're morerelated or feel more relatable
to the guy who's just once ortwice removed from the CEO,
right?
And then you get CEOs who havethat problem of well, I don't
want to coach up this guy, thisguy too much, because he may
(16:44):
take my job or he may leave.
It's the most absurd thing inthe world is why wouldn't you
overtrain everybody?
And if they leave, they leave.
I'm not going to keep anybodyaround who doesn't want to be
part of that growth and thattraining.
So I love that.
When I have a conversation withsomebody who's an owner of a
company or a high-levelindividual, let's talk about the
breakdown in communication, andmost people are football fans
(17:07):
so I can have that conversationwith them.
I'm sure as I expand, they'renot going to be football fans.
They have to understand youknow football, oh, football
right yeah.
But it's still the same.
It's still a coaching tree,right.
It's still supporting peopleand understanding that I can't
be the end-all, be-all as a CEOof a company, and I think that's
where most CEOs fail, becausethey want to be friends and do
(17:29):
this with everybody.
But you're not relatable to theguy who's making $50,000 a year
.
You're not relatable to him asmuch as you want to try, you're
not, so you have to have thoseother people in there.
Do you see the same thing whenyou deal with?
You've got to try to help thatgrowth pattern or come up with a
coaching tree internally to dothat.
Speaker 1 (17:47):
I absolutely do, chris.
I mean you know, to stay alongthat football analogy, lou Holtz
would say I mean you got tohave, there's no doubt about it,
the leader has got to be reallystrong.
But he's not going to be a verygood leader very long if he
doesn't have good players andgood coaches.
Okay, good coaches can kind ofwin a couple games, but great
coaches Look at the tree youmentioned Nick Saban's tree in
terms of the coaches thatcontinue to get promoted out of
(18:09):
there.
Now, I do believe you have to beable to connect with the people
at all levels and be able to,in essence, manage by walking
around and let them know, takecare and be able to communicate
your vision at multiple levelsin the organization.
Having said that, I don't thinkthere's any way you can possibly
do that on your own.
If you don't have a team thatyou set objectives with, give
(18:30):
them targets, measurable targetsthat they can hit on a regular
basis, and give them, in essence, the freedom to make that
happen, but hold themaccountable when they're not as
well, then you're not going tobe successful as a CEO, and I
think that's a gap that Iactually see, you know.
The other thing you mentionedwas the word friends.
Okay, you get in those smallbusinesses and those CEOs
(18:51):
promote their friends topositions.
Then they can't hold themaccountable anymore because they
feel like they would break afriendship.
That person is dragging theorganization down where they
promoted their best friend tothe VP of sales and he's not
performing.
How do you make that change asan organization?
So I'm not saying you can'twork with friends.
All I'm saying is you got todraw a line between can I hold
somebody accountable to the-.
And.
Comma leaders, hope you'reenjoying the episode.
(19:12):
So far, I believe in doingbusiness with people you like
and trust, and not just acompany name.
That's why a strong personalbrand is essential, whether
you're an entrepreneur or aleader within a company.
Brand Builders Group, the folkswho have been helping me refine
my own personal brand areoffering a free consultation
call with one of their expertbrand strategists.
They'll help you identify youruniqueness, craft a compelling
story and develop a step-by-stepplan to elevate your impact.
(19:34):
So head on over toCoachJohnGallaghercom slash BBG,
as in Brand Builders Group, toschedule your free call and take
the first step toward buildinga personal brand that gets you
noticed for all the rightreasons.
That's coachjohngallaghercomslash BBG.
Now let's get back to theepisodes and you've got to have
results and the proper behaviors.
You've got to set a core valuesthat you live to as an
(19:55):
organization, because peoplewill see right through that as
well.
Speaker 2 (19:58):
Yeah, I think that's another term that's used so
loosely these days core values,it's some words on the wall and
when it really comes down tobehind the closed doors and
leadership, that's a bunch of BS.
So I agree, and the thing ispeople see that in the
organization, they see it, theyfeel it, they know that what
you're spewing is not exactlywhat's happening there.
Like, I love the Ben Newman'sover feelings and I think we
(20:19):
have to have a standard of whatwe do.
Standards are right and I'mcoaching a super high level
realtor right now and we'retalking about this team he's
putting together and how he hasto create a standard of how many
phone calls a day his newrealtors have to make to the
leads he buys.
We have to have a standard andit's not they're going to call
from nine to 10.
No, we're going to have 60touches a day or whatever that
(20:41):
number is, and that's thestandard we lead to.
Now what I have found is dealingwith people that have teams or
in organizations that have neverhad the standard.
Unfortunately, when you put thestandard in place, you may have
to get rid of some peoplebecause they're so used to not
having the standard.
Now I have to come in and say,okay, look, this is how it's
going to work, this is whatwe're going to do and they're
going to buck it a little bit.
Not about you, but I've been insituations where I go in and I
(21:03):
run some things for a companyand then all of a sudden you see
one of the guys slide throughbehind you in the back door and
he ends up with a CEO and he'sin there, you know, pouting like
he's a three-year-old.
So I think it comes down to thedaily standards we create for
our salespeople, for sure, andthe accountability portion of
that.
But how did you navigate that?
When you're in a small companyand it is friends, it is whoever
(21:24):
and every time I've got one ortwo guys that are going to fight
me and they're going to not youknow, you don't know this, and
they're going to go in there andrun that.
Has that happened to you, john?
Speaker 1 (21:32):
Well, holy Chris, on a regular basis and you know
you're going to go into thoseorganizations on your own and
you're going to consult withthem or you're going to go in
there and say, look what youmeasure acceptable.
You have to make a change.
As a leader, you have to make adecision.
I was listening to a study lastnight.
(21:53):
We had our home group at thehouse and one of the things Rick
Warren says everybody's got adream.
They want to be this greatcompany.
I mean, everybody really doeshave a dream.
They want to be this greatindividual, this great leader.
But nine out of 10 of thoseindividuals are not willing to
make the choice that they'regoing to make.
The disciplines and you knowthis thing from disciplines you
(22:13):
do 75 hard.
You've instilled someincredible disciplines to make
changes in your life and therearen't many people that are
willing to do what you've donethe law of sacrifice.
I want to do what that companydid, yeah, but are you willing
to do what they've done?
To do what they do?
And you have to get ready to,and that's for me, that really
makes my uniqueness is theintentionality.
I don't let up.
You got to be a dove on a bone,Okay, when you say something
(22:34):
like you need 60 touches a dayand they do 40 touches a day,
are you going to accept that orare you going to address that as
an individual and try to getthem to change their?
Speaker 2 (22:44):
behaviors.
Let me jump on that.
I don't normally cut, but itreminds me of a conversation I
have with Ben Newman, and thoseof you listening, if you don't
know who Ben Newman is, find outwho Ben Newman is.
He is continued fight onInstagram, but I'm on a first
call ever with Ben.
It's December 26th of last year.
He's he messaged me and saidyeah, I'll do a call with you at
(23:04):
12 on December 26th.
I'm like man, I'm off the wholeweek after Christmas, but I'll
get on with Ben Newman, right.
So we're talking and he saidhold on.
I want you to understandsomething.
When you're given something youneed to get done in business.
It's the same thing.
Would you walk in to theFlorida Gator locker room when
you're playing football atFlorida and the strengths coach
says we're going to do 10 setsof 10 bench today, chris, you're
(23:26):
not going to tell him thatyou're going to do four sets of
five, right, like I mean, you'renot going to do that.
So why do you do that in yourpersonal, in your business life?
Why do we do that?
Why do we put up with that?
I'm glad people do, becausethat gives us more opportunities
to coach them First of all.
Speaker 1 (23:39):
That's right, Exactly right.
That's what makes this industryand you said it at the very
start there's such a need,because there's such a gap
between where they are today andwhere they need to go.
Speaker 2 (23:48):
Yeah, and I find it really frustrating in this way,
because I've always beensomebody who puts forth a ton of
effort and I've been inleadership and running car
dealerships from the time I was19 years old.
I just expect everybody else todo what I do and I thought that
was normal, but the older I gotI realized that most people are
just okay with doing nothing.
So the call I was on today wastalking about John, and this is
(24:10):
a question for you on thecoaching side how do you address
a client that probably justisn't a good fit for you?
I mean, I'm sure you firedclients.
I've fired clients.
I'm just curious what does thatlook like and how do you make a
decision?
If they're a good fit for thebest story told, how do you
decide that?
Speaker 1 (24:25):
No, it's a great question, chris, and it's one
that, while I've been on thejourney early enough, I've
probably not had the ability tomake all those choices at the
start.
We don't get to choose all ofthe players that we want to, but
I really try to line it upright on the front end in terms
of what the expectation is.
You know, when you set up asystem like we're going to do
two coaching calls a month andyou don't get to change those
(24:45):
calls, you know you might benice enough to change especially
when they're CEOs, they'regoing to have some challenge,
but are they willing to hit thatdiscipline really early?
And then we do formal quarterlyreviews reflecting what's going
well and what isn't going well,what could be going better.
With regards to going throughthat with the client and asking
them what do I need to dodifferent as a coach?
We've got to write in thepaperwork you can make a change,
(25:06):
you can stop it whenever youwant to.
There's no hard feelings,there's nothing.
If it doesn't work, it doesn'twork.
Having said that, I've had abouta 95% renewal rate with regards
to that and the only ones thathave changed so far, and this is
not about me.
I think it is about the processthat they go through is that
they're retiring and they justdecide they're not using that as
business coaching and theydon't have that investment for
(25:29):
them anymore.
But I think that's important onthe front end, to outline,
almost sliding that paper acrossthe table and says are you
willing to do the things thatare in this checklist?
Are you willing to meet with mefor an hour twice a month on
phone calls and then an hour ortwo of homework, and do the
action plans that are reallywaiting to be done?
Because if you're not willingto do that, you're wasting both
of our time.
You're wasting your money andyour time and you're wasting my
(25:51):
time as well to be able to workwith someone who can create that
story.
Now it might be that I've beenfortunate enough to have the
relationships that allow me tonot to have to do that very much
so far, but I know that time'scoming.
I know that time's coming whereI'm going to have to fire a
client In the days of the bigcompany world.
Absolutely, we have to do thatwhen folks want to change it
Because they're looking to usfor ROI.
(26:11):
They're going to come to us thefirst time that it is
struggling just a little bit andsay where's the return on my
investment?
I have a story.
There's an organization priorto starting on my own, but they
asked us.
They said are you willing toguarantee your coaching results
for our organization?
While I didn't say it, mypartner said as we were standing
, I said absolutely I'llguarantee it.
I'll guarantee we'll get youresults.
(26:32):
And my partner said are youwilling to let us run your
business?
Then he's like no, I'm not.
That I said well, then I can'tguarantee your business, because
there's going to be a time whenyou say, just like your
exercise analogy in the Floridalocker room, you're going to
tell me you're not going to dosomething that I told you you
need to do.
That's going to come the timeto say I don't know that I can
help you anymore.
Speaker 2 (26:50):
Yeah, I think that's powerful to be able to back that
up and understand.
I did have one client.
I've only had one client everasked me what's your guarantee?
I'm like my guarantee is I'mgoing to show up on every
coaching call and be ready tobring you something of value.
And if you don't think it's avalue, then we'll reevaluate and
maybe move on to something else.
And he's become one of my bestclients.
So you know, it's so funny whenpeople start asking guarantees.
(27:13):
And here's my whole processbehind that.
It's the same thing in themortgage industry when they ask
you, john, what's your rate?
You know why they ask you that,because they don't know what
else to ask you.
Okay, so I don't take offenseto someone saying now, I love
something that I learned fromRene Rodriguez.
When people ask you what's yourprice, and he always responds
your price to hire me or to nothire me.
(27:33):
And that's a powerful statement, right, like.
So my price is a price, but ifyou don't hire me, you're going
to continue getting the resultsthat drove you to get on this
phone call with me right now,right.
So I think that coaching issuper important.
I'm coached.
I have a personal coach,business coach.
He takes care of me.
That's Adam Roach.
I also do a bunch of one-on-onestuff with Ben Newman and then
(27:55):
I do some group stuff with Ben.
I think you and I were on thesame call recently with Ben, but
Ben and I have been able to dosome really cool one-on-one
things and actually I'm going tospend some time with him next
week.
He's coming to Orlando and he'sbecome a mentor for me, right.
And now I've got Taki Moore, whoI'm doing some stuff with,
who's super high level and Ishare that with people because
I'm not trying to impress themor anything else, but I'm
letting you know that as a coach, I'm coached, right, I believe
(28:19):
in what it is, and I'm on agroup coaching call the other
day with a bunch of othercoaches and some of them were
new to the industry and I said,okay, well, how many of you are
coached?
And about 60% of them were andI said here's my opinion If
you're not coached, you need toget off the call right now.
And some of them got offended.
I'm like, how can you asksomeone to commit to you if
you're not getting advice aswell?
Are you the end, all be all?
(28:39):
Do you know everything there isto know about the world?
Because if you are, then I wantto know but what's your take on
that as far as coaching and acoach being coached and
everything else?
Speaker 1 (28:49):
and a coach being coached and everything else.
Chris, I think it's spot on.
So I have two coaches.
Well, I have a coach and amentor.
I have a coach that I work withon a monthly basis on the
branding side of the businessand working on the strategy
going forward, and I have amentor who's ultimately there,
and I see the difference in thementor and the coach mostly
being experience.
That mentor is someone who'sexperienced many of the things
that I'm doing, who'sexperienced many of the things
(29:09):
that I'm doing, and he alsomakes a great coach because he
challenges me, he inspires me,he encourages me.
A lot of stories with him, andI believe that and it's about
the business, by the way, thestory for me was back in 2017,
when I had tried so hard toreally work my own fitness
journey and to make that work,chris, and it wasn't happening.
I said I think I need a coach,I need a trainer to help me get
(29:30):
better in this space, that Ineed someone to teach me what I
need to do from an exercise andnutrition standpoint, and it was
January 11, 2017.
I walked into that gym andMargo was there, and I ended up
about three years later in Men'sHealth Magazine with regards to
that transformation.
That was there, but I had afull-time trainer basically for
three years to help me on myfitness journey.
(29:52):
If you're looking to growyourself from a spiritual
standpoint, you need a mentor orcoach to grow your faith.
I absolutely agree with you,100%, that if you are going to
be a coach of some sort or anytype of leader that you need a
coach.
I mean Jim Rohn talks aboutyou're the average of the five
people that you're so closelyassociated with.
If you're the smartest personin the room, you need to get a
(30:13):
new room right.
I mean, there's a lot ofdifferent cliches that go along
with that, but we need tocontinuously grow.
It's a lifelong learningjourney and if we're going to
preach that to others, you'reabsolutely right.
Why wouldn't we live that onour own?
I would want to know, when I'minterviewing a coach, who
coaches you.
It's a great question to ask,right?
It's like Renee's question.
Speaker 2 (30:31):
I talk a lot about that.
I go to a lot of events.
I invest in myself.
I get in rooms that ChrisWelton probably didn't belong in
at some point, right, and youknow the story behind the Jordan
, and I've been able to use theJordan to leverage that to get
in these rooms with people orget on phone calls with people
that people dream aboutconnecting with right.
But the difference for me thereis is I don't look at it as one
(30:52):
phone call Like I've got these.
I got some numbers in my phone,john, that I could probably
sell for a lot of money on theinternet Would never do that but
I can text certain people andthey respond to me like high
level individuals and they likethat right.
Like I've become really goodfriends with a guy named Damon
West.
I don't know if you know whoDamon West is or not, but
Damon's in Orlando right now.
(31:12):
Coffee bean.
Yeah, and we were on the phonelast night chatting because we
were trying to get togetherwhile he was in town and we just
weren't able to make it work.
Like I had something come upthis morning where we couldn't
meet.
But I sent him one, jordan John.
That's how I met him, and thenwe in November last year and
we've just become friends eversince, right.
So I share that with peoplebecause I want you to understand
(31:33):
that a lot of people that youwant to connect with are
available and they will talk toyou and have conversations with
you.
David Meltzer is another guy,and if anybody doesn't know who
David is, look him up Superhigh-level individual.
If you've seen the movie JerryMaguire, okay, that's about yeah
, so, but he's very easy to getin touch with.
I won Jordan Tim as well andthen met him in Las Vegas in
(31:56):
person.
But the thing is is that figureout who you want to be in this
space and then find as manypeople as you can that are doing
the little things that you wantto do.
So I just pull a little bitfrom this guy.
A little bit from this guy,because I'm not going to be Rene
Rodriguez, I'm not going to beJohn Gordon.
I'm not going to be JohnGallagher.
I'm Chris Welton, and peopleknow me as one hand at a time.
That's who I am.
(32:16):
But if I can take a little bitfrom this guy, a little bit from
that guy, and it makes me abetter person and I can impact,
let's do it, dude, let's do it.
Speaker 1 (32:32):
So, chris, I love the creativity that you have in
making that happen and I loveagain those individuals aren't
replying back.
If you're not changing as aresult of what they talk to you
about as well, okay, you'remaking an investment in them on
the front end, but what theyreally want to know is that
they're changing a life andthey're changing your life, and
they can see that you'reimproving.
They can see that they'rehaving an impact.
So they are going to get backwith you.
Those are the ones that you getback with.
The ones that aren't going todo, they just want to take.
They just want to hear from me.
They just want to take.
They're not going to get backin touch with you.
(32:53):
So they see that you give.
They see that you're givingback to others what you're
learning as well.
So I think you shouldabsolutely be For me.
You see them behind me.
I'm a gracious reader when itcomes to call him after I'm done
and say, hey, would you be onthe podcast or would you chat
(33:15):
with me?
Jeff Henderson, who wrote thebook what to Do Next.
He put in the back of his bookhis cell phone number.
He says get in touch with me.
So I did.
I mean I gave him a call andwe've been.
I don't want to say you know.
Again I'll stop short of sayingfriends, but he's been on the
podcast.
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If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
Law & Order: Criminal Justice System - Season 1 & Season 2
Season Two Out Now! Law & Order: Criminal Justice System tells the real stories behind the landmark cases that have shaped how the most dangerous and influential criminals in America are prosecuted. In its second season, the series tackles the threat of terrorism in the United States. From the rise of extremist political groups in the 60s to domestic lone wolves in the modern day, we explore how organizations like the FBI and Joint Terrorism Take Force have evolved to fight back against a multitude of terrorist threats.