June 18, 2025 • 37 mins
What does it take to evolve from a top expert to a scalable leader in today’s coaching world?
Jon Goehring, Coach Jim Johnson, and Dr. Rehnuma Karim sit down with Chris Williams, founder of Group Coach Nation, to unpack his leadership transformation and how he quadrupled his income by working just 12–14 hours a week.
Chris shares invaluable lessons on humility in leadership, mastering the transition from individual contributor to team leader, and the power of clarity to unlock time, energy, and exponential growth.
You’ll learn:
Jon Goehring, Coach Jim Johnson, and Dr. Rehnuma Karim sit down with Chris Williams, founder of Group Coach Nation, to unpack his leadership transformation and how he quadrupled his income by working just 12–14 hours a week.
Chris shares invaluable lessons on humility in leadership, mastering the transition from individual contributor to team leader, and the power of clarity to unlock time, energy, and exponential growth.
You’ll learn:
- Why being relatable, honest, and professional unlocks better team dynamics
- How coaching mentors keep you grounded and accelerating your growth
- The critical mindset shift from busyness to results
- Why group coaching and masterminds are multiplying coaches’ impact
- Practical day routines that balance productivity and personal life
- How to design mastermind groups that really work (paid vs. free, attendance policies)
- Chris’s upcoming book launch with exclusive membership and training offers
- Group Coach Nation: groupcoachdnation.com
- Chris’s upcoming book: Preorder today!
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
This podcast is a proud member of the Teach Better
podcast network, Better Today, Better Tomorrow, and the podcast to
get you there. You can find out more at Teechbetter
dot com slash podcast.
Speaker 2 (00:12):
I'm a really relational person and so I quickly made
my first team members my besties. That's not that relationship, right,
have your best friends, but those typically aren't the people
that you're going to hire and fire. It really complicates
life as a really relational person. I really want you
to like me, and unfortunately, as a leader, that's not
(00:35):
part of the job description. That might be something you
get lucky with and blessed with that your team likes you,
but it's not in the job description. The job description
is to help them be their best while accomplishing the
goals of the company or the organization. Scalability of your
time is critical, and here's why. It's not just that
(00:57):
you can make more money if you have more free
time to work more. That's just an endless cycle. It's clarity.
The number one killer of coaches, coaching, businesses, CEOs, executive
teams is a lack of clarity. Bosses aren't promoting for busyness,
They're promoting for results. It's just bosses don't recognize the difference.
(01:18):
Sometimes we all have to change.
Speaker 3 (01:21):
Do you want to be a leader in a constantly
changing world? Our emerging leaders look different, come from various
backgrounds and from all different age groups. Leadership is changing
and it's hard to keep up.
Speaker 4 (01:33):
But the good news you.
Speaker 2 (01:35):
Can be a leader too.
Speaker 3 (01:37):
You can be an emerging leader. Welcome to the Limitless
Leadership Lounge, a try generational conversation for emerging leaders. Come
spend some time with us to discuss leadership from three angles.
The coach Jim Johnson, the professor doctor Renuma Kareem, the
host John Gering, a monthly guest. And you get in
(01:58):
on the conversation on faith Book and Instagram, and be
sure to follow us on Apple Podcasts, Spotify and Speaker.
So come on in and make yourself comfortable.
Speaker 5 (02:08):
Back on the Limitless Leadership Lounge. I'm John Garry, stoked
for this conversation today. Join us always by coach Jim Johnson,
we'll get a little bit more coaching and later on
along with doctor Numa Kareem, and we're also joined by
speaking of coaches, Chris Williams, founder of Group Coach Nation,
Chris Helps advance business expert exponentially increasing their focus, fortune
(02:31):
and freedom through group coaching and through masterminds. A lot
of coaches just focus on those individual coaching sessions, but
Chris is really diving into group coaching and he's built
group coach Nation to what it is today. He holds
a lot of those masterminds, a lot of those calls
with coaches, and he's just a phenomenal He brings a
(02:52):
phenomenal energy. So we love what Chris is going to
be sharing with us today. Chris, Welcome to the Limitless
Leadership Lounger.
Speaker 2 (02:58):
So excited to have you, man, John Coach Johnson, doctor Green.
I'm so excited to be here. Thank you all for
the opportunity. What a cool group, what a cool audience.
Speaker 4 (03:06):
Let's do you came in here and you the first
thing you said is it's a party in here.
Speaker 2 (03:10):
And many people. Okay, is this a video and audio?
Speaker 4 (03:14):
Yes? Oh cool.
Speaker 2 (03:15):
So if you're watching, if y'all are watching the video,
it looks like I'm actually just to the side of
John on the zoom windows because his black bagger, like
it looks.
Speaker 4 (03:22):
Like, oh hey, yeah, you're over here. We can almost
unfortunately get Chris.
Speaker 5 (03:27):
Where you're in the Memphis area and I'm up here
in a Rochester area. But you gotta love technology bring
us together today. That's a lot of what you do,
I know is remote too. So we'll dive into that
a bit and how you've built a business on that.
But first we talked earlier before we hit record about
that young and emerging leader who gets promoted. Maybe they're
the best salesperson and now all of a sudden, there's
(03:47):
a sales leader and they're like, I never signed up
for this. You said your journey, there's some similarities there.
Tell us a little bit about your journey.
Speaker 2 (03:54):
Yeah, that's exactly my journey. So my first job out
of college, big and poor thing. It's so great when
you first get out. So you're like, oh my gosh,
this is so cool. I'm so awesome now. So I
was a financial advisor, and I learned how to sell,
learned how to do all the life insurance stocks, bonds,
all that kind of stuff. You get good at something
(04:14):
and then all of a sudden, you get promoted or
you get an opportunity and they're like, oh wow, you
should lead these other people that ruined me because I
could not lead like they taught me how to sell,
they taught me the product, whatever the skill set is
that you have, dear listener, you're freaking awesome obviously what
you do, and you're getting better and better at that,
(04:35):
and then all of a sudden you're like this new thing.
It's like they've taken somebody who's a star athlete and
turning them to a coach. Coach Johnson, I'm sure you've
seen a million times you should not be doing that.
You're not like there's this arc of growth that we
have to go through, and I know y'all talk a
ton about that, so I really appreciate what y'all do.
Speaker 6 (04:50):
Chris, I gotta I'm gonna jump in with this question
because I know you after probably bumbling through your leadership
positions for a while, you ended up leading u CEO
positions where you were looking to bring on team members.
I know you're doing that with your business now. That's
a huge thing as a leader of getting the right
people on the bus and of course getting the right
(05:12):
seats of taking Jim Collins's words, So with that in mind,
can you give us some ideas because I'm sure you
had some great people they've brought in, and you probably
had some people that didn't do so well. So what
were the keys of bringing in good team members?
Speaker 2 (05:29):
Yeah, okay, First of all, admit that you might get
it wrong the first five twenty one hundred times. It's okay,
all right. The second thing is be humble, like showing
up as a new leader and acting like you know
everything and faking it till you make it. Maybe that worked,
like I don't know, decades ago, but that don't work now.
(05:51):
People are smart, people know what's going on. We all
have access to the same resources. Everybody's watched the office.
Everybody knows what a horrible leader is, so just I
can't watch the opposite. So get out and just be
honest and just say, look, hey, so as I'm new
at this you're new at this position. We're here to
(06:12):
make each other better and make the organization better. Let's
form a team here and let's work this thing out.
And that open conversation. I just have learned so much
from that. And also, I guess the second thing I
would say is get a mentor have somebody you can
lean on that's outside of the organization that's not going
to fire you. It's not going to give you a
bad review that you can be honest with and set
(06:33):
up a weekly or bi weekly call and just lean in.
I have a mentor in multiple areas of life, have
for so long different mentors. One for parenting, one for business,
one for physical fitness, whatever, it's a coach and just
say here's going on. What would you do if you
were me?
Speaker 7 (06:48):
Oh? And I do agree that mentorship makes a difference.
When I start to start it as a CEO role
in my nonprofit, suddenly I'm like, okay, now I have
to lead these people. So they are all looking up
to me making decisions. And I think Jim Johnson, he
helped me a lot. And I have CEOs back home
(07:11):
who are friends who are also giving me tips this
is how you should lead or this is how you
should talk. So those things really helped. So you have
been playing a role as a CEO for such a
long time. What are some challenges that you as a
leader experienced by leading people? Because I can name so many.
Speaker 2 (07:34):
I can too, and ironically, Dark Kream, I wish I
could say it was challenges with people who did X,
Y and Z. But truly, and I think any leader
who's authentic will admit to this. It's challenges from inside me, right,
that's what actually gets yeah, so read like crazy, get
(07:56):
a mentor. I would say for me, the top two
or three challenges that I struck with were, First of all,
I'm a really relational person, and so I quickly made
my first team members my besties. That's not that relationship, right,
have your best friends, but those typically aren't the people
(08:16):
that you're going to hire and fire. It really complicates life,
So keep it professional. I didn't keep it unprofessional to
keep professional, as in, I'm not here to tell you
what's going on in my personal life, and I'm not
here to be your therapist either. We're here to get
projects done and meet client needs and things like that,
so keep it professionally. The second thing that was really
(08:37):
a big deal for me that I failed in so
many times was just not being strong enough and honest
enough about expectations. Because again, as a really relational person,
I really want you to like me, and unfortunately, as
a leader, that's not part of the job description. That
(08:57):
might be something you get lucky with and blessed with
that your team likes you, but it's not in the
job description. The job description is to help them be
their best while accomplishing the goals of the company or
the organization. And that's a really key difference that doesn't
always come with being their favorite person. So true.
Speaker 5 (09:17):
But we're talking coaching too today, because Chris, you're the
ultimate coach group coach Nation. I'm really curious how that
came about. And then also you talk a lot about
scaling your knowledge. Let's talk about why that's so important
rather than maybe a more traditional model of coaching.
Speaker 2 (09:33):
Sure, and I'll give this credit to Tim Farriss for
our work week. Okay, we all have that book in
our bouncer on the shelf, and some of us have
read it, right, and then the ones who've read it,
most of us think it's Byes. Okay, so that's where
I started. I read the book, I was like, yo, whatever,
he's a marketer. I was working like twelve to fourteen
(09:54):
hour days, and I was so desperate I read it
a second time. Finally, I was out in the backyard
raking leaves. I got five kids at nine pm at night,
trying to get chores done because I was working so
much and trying to juggle everything, and I realized, Okay,
if this book, this four hour work week is legit,
I don't know, but I'm just going to go through
(10:15):
it again. I put the audible version on and then
I would go inside and I would mind map out
everything I was learning in that book. Okay, I'm not
telling everybody the book. Here's my point. I went from
fourteen hour workdays to four hour workdays in four months,
and more than qua drupled my income. And I was
(10:35):
not trying to do it to make more money. I
was doing it because I was desperate for time. So
to answer your question, John, scalability of your time is critical.
And here's why. It's not just that you can make
more money if you have more free time to work more.
That's just an endless cycle. It's clarity. The number one
killer of coaches, coaching, businesses, CEOs, executive teams as a
(11:01):
lack of clarity. It's not I don't have enough prospects,
or I don't know what team member to hire, or
I don't know what market is wanting. It's a lack
of clarity because when you get clarity, it breeds margin,
margin of time and money, and that margin of time
and money, having a little bit of space to stop
and think, we'll give you more clarity, and all of
(11:21):
a sudden, the cycle builds itself. Number One, find a
source to create clarity around what you're trying to do,
and then take the time that you get from a
little bit of clarity and don't fill it with more
busy work. Don't open your inbox. Actually go sit down
somewhere and think, Go for a walk, go for a drive,
have a cup of coffee, put the devices down. Because
(11:44):
more clarity brings more opportunity and less overwhelmed.
Speaker 4 (11:47):
You just went for a pretty long walk, we heard,
and I.
Speaker 5 (11:50):
Was like secretly judging you because you were talking about
your long hike that that you went on.
Speaker 4 (11:56):
And I was thinking to.
Speaker 5 (11:56):
Myself, how does this guy group coach nation like he's
on top of the world. He's got to be so
busy with so many different tasks and responsibilities.
Speaker 4 (12:04):
How are you able to take that time away?
Speaker 2 (12:06):
Okay, so here's a secret. Now a lot of people
know I actually work twelve to fourteen hours a week now,
total twelve to fourteen hours a week. We run three
different I run I'm personally involved in three different groups.
Let alone what my team is doing, you can do it.
You can do it. And here's why. I yes. If
I was like, Okay, I'm going to go do everything
I can, would I be working sixty hours a week, absolutely,
(12:28):
But everything I can isn't going to achieve my goals
and it's actually not going to make my family, or
my relationships or my health any better. And believe it
or not, I'm not going to be able to serve
more people by working more hours. It's a dead end street. Yeah,
dead end streets. You know. What they're cool for is
like putting a house and having a cull to sack
and raising your kids there. But a dead end street
(12:51):
doesn't go anywhere. From a business standpoint, you might think,
oh my gosh, there's no traffic here, I can fly
down this path. And also in your organized hours and
also you're gonna hit the wall and there's only so
much you can do. So you have to create a
space where you know, I can sustain the energy I'm
putting out right now and enjoy it and be refreshed
(13:12):
by it for the long haul. If you can't say
that right now, then you're actually on a dead end street.
Great point.
Speaker 6 (13:21):
Hey, Chris, I got to ask you this because I
think your listeners, including myself, or your ears are perked.
Tell us how do you organize your days?
Speaker 2 (13:31):
Okay, good, I wish I could share my calendar. We
do a whole train big your good nation. This is
really fun. So I don't work on Mondays or Fridays,
and I work just a few hours on Wednesdays. Okay Mondays,
and I say I don't like I literally don't work
on Fridays. We're recording this on a Thursday, and I'm
done today. I think two thirty is when I'll be
done day. I'm always done between two and three every day.
(13:52):
I'm done it two thirty a day, Like I'm done,
I'm going to the community garden and can it work
in the garden? Nothing? On Friday Mondays, occasionally I'll take
a little thirty forty five minute call with one of
my team members to help them get their projects, like
a key team member on their week, and then I'm done.
I spend Mondays actually intentionally thinking and just like creating
(14:15):
the space to stop and say what's working, what's not
in my life. I don't just focus on business just
in my life, and I don't spend eight hours with
a notepad. I go do stuff. I go run errands,
I go grocery shopping. That's how I think. Okay, get
away from your screen. Here's where the real work happens.
I have a team meeting on Wednesday, about an hour
and a half for our key leaders, and we get
all of our stuff done, talk through problems they can't
(14:37):
solve or need a buyce on. That's it. I also
have a mentoring call with my mentor or my coaching
that I get I receive on Wednesday afternoons. That's literally it.
That's literally all I do on Wednesdays. So about two
and a half hours total of any intentional work. The
real work is on Tuesdays and Thursdays. On Tuesdays and Thursdays,
I call those performance days. I started time blocking on
(14:58):
Tuesdays and Thursdays. And so if I'm going to do
any recording, anything on camera, any coaching, anything, prospecting, anything
where I have to show up and turn on the
personality so speak, that's going to happen on Tuesdays and Thursdays.
And I start around ten am and I wrap it
up by around two or three. Those bursts of energy
are helpful. I learned that from a coach who was
(15:21):
coaching like you, coach Johnson. The athletes that are at
the highest level, they're freaking not training at the highest
level sixty hours a week. They'll exhaust themselves. They got
a game, they have rest, they have stretching, they have
all this stuff. The actual time they're putting out max effort,
which is what most of us are doing as coaches
(15:42):
or leaders all the time, is very little. And you
just can't sustain that. So does that help? Yes?
Speaker 6 (15:50):
It is one thing because I see you, you look
quite fit. What do you do to keep yourself in
good shape? Because I know that's something and that often
people getting the famous sixty seventy hours and they don't
care take care of themselves, and then they don't have
energy to be a good leader.
Speaker 2 (16:05):
This is me. Everybody's different, Okay, this is me. I'm
a vegetarian because I don't like meat, not because I
have a big philosophical argument. I just don't like meat
that much. That probably helps. I love being active. I'm
really ADHD so activity helps me think, and I think
that's been a huge asset for me from a fitness standpoint.
(16:25):
I got lucky with that. When I'm walking or running
or biking, my mind works better, so I'm a little
bit lucky on that. And then I just I like
doing push ups and pull ups, and I'm one of
those people. I just like doing active stuff. I love
being outside. So I think my lifestyle is just staying
active in the way my brain works has given me
an opportunity for that. I wish I could say, Man,
(16:47):
I'm like, I got this regiment. I wake up at five,
I do a thousand push ups. It's just I eat
pretty healthy and I don't drink a lot, and I
love staying active all day. That's me wonderful.
Speaker 7 (17:01):
And Chris, I think I have to go back and
read The Four Hour Week, because, just like you the
first read, I did, Ah, I'm not finding anything that
works for me here, so I just threw it. It's
still in my shelf. So I need to go back
and read and find those wisdoms. One thing this time,
because I was giving trainings and workshops on emotional intelligence
(17:25):
and different organizations, and everybody from the top leadership to
the middle management, everybody seemed to be burnout. And they're saying, like,
we get you get it. There are so many things
that we need to practice and all those kind of stuff,
but we are not able to do that, and there
(17:45):
is this lack of I don't know, they are not
adapting to them adapting to those changes and a lot
of changes happening, geopolitical changes, new innovations coming up. So
in this situation, they are not taking care of themselves.
And I see a huge rate of heart attacks between
the age thirty five to fifty. This group of young,
(18:08):
this group of men, like they're dropping like flies because
of the stress factors and all these elements. So, as
a group coach, like, what are some tips some advices.
I know this is this is not going to cover,
but how will you approach this whole process? Then we
are experiencing this.
Speaker 2 (18:27):
Doctor Krean, that's such a good question. First of all,
I want to just talk about this phrase dropping like
fry flies, because I've heard that my whole life. And
don't you wish you were at a picnic and flies
actually dropped They just stop it? That's what? Okay, So
the but yes, as leaders, we do drop like the
flies are supposed to drop. The Okay, here's the thing
(18:49):
I really believe is going on. I'll go back to
this athlete comment. We had a minute ago. If we
took whatever sport you follow, if those did that sport
full tilt five days a week, they would never make
it to a game or a playoff season the weekend,
(19:10):
just like we are. We're like exhausted by the end
of the week, and then we're sitting there like dumb
dums on our phones answer and emails for a boss
who doesn't care about us at two o'clock on a
Saturday afternoon. That's not life. And what happens. All the
changes you're talking about and behavioral health and insights that
you're bringing doctor crem to the industries that you work in,
(19:33):
those things only come those clarity points only come from
time and margin. Humans need downtime, and we don't take
care of our brains and our stress levels like we
would if we're like, oh, but that's a professional athlete
or that's a professional singer and they have to take
care of their voice or whatever. We just go. But
(19:54):
our brains, our nervous system is just like anything else.
It needs on time and a lot of off time, right,
And so I would encourage anybody who's struggling with that,
create margin in your life and do not sacrifice your
family or your personal health for the margin. Go talk
(20:15):
to your organization and let them know, Hey, I'd like
to try a ninety day stint where I'm going to
create a little more margin. I might not be here
after lunch on Mondays or Fridays or Wednesdays or pick
your days. I'm going to go for a walk, like
tell your boss, I'm going to do this for ninety days,
and I'd like to get together once a month through
that ninety day period and have you evaluate me and
(20:37):
how my decisions and how my process is going on.
Do the test. You'll be shocked.
Speaker 7 (20:42):
And this is what I told them because I was
training the meat management and they said that the upper
management doesn't give us the time. They're even calling us
on Saturdays and we don't have that downtime. So I
ask them to bring the upper management. I want to
train the upper management who are making the decisions. So
they arranged this time and they're having a gym, so downtime,
(21:04):
so all those things. They are trying to get those
things in order. But still the mindset, it will take
some time to get into that mindset of practice bringing
something new because they wear I'm busy as a badge,
of owner, like, I'm busy all the time. So it's
and if they think that I'm not busy, then I
might not get the promotion and things and all those stuff.
(21:26):
So that competitiveness is taking driving them to that edge,
so hopefully things can change.
Speaker 2 (21:33):
I'm so glad you're doing what you're doing out there,
because it's so important for leaders to recognize they're not
getting the results out of their team. English they're not
getting the results of their team, but they could be
getting if they gave their team space. And for team
members to realize that if they buy into that, I
have to look and be busy in order to get
the promotion. Bosses aren't promoting for busyness. They're promoting for results.
(21:57):
It's just bosses don't recognize the differenceference. Sometimes we all
have to change.
Speaker 5 (22:03):
One thing you talk a lot about a lot is clarity,
and I love that. And that's one thing that a
coach will help you find a good coach anyway. But
there are so many people out there who are becoming coaches.
Speaker 4 (22:17):
I've even been, you know.
Speaker 5 (22:19):
Trained myself to become a coach in certain areas like coaching,
the content creation that I help my clients make talk
a little bit about what makes a good coach, because
there's so many people who call themselves coaches out there.
Speaker 4 (22:31):
But what makes a really good coach?
Speaker 2 (22:34):
That's such a good question, John. I believe what makes
a good coach is someone who can actually listen and
understand with curiosity and then help you find solutions. Sometimes
a coach needs to say go left, then right. Sometimes
a coach needs to say, do you think left or
(22:56):
right is a better option for you? Let me help
you think it through. There's lots of ways to coach,
but ultimately it comes down to is that coach curious
and really open to what you're actually going through? Because
if they are, they'll get the context they need to
create the helpful path.
Speaker 6 (23:14):
Interesting, Chris, I know one of the things that you've
done very well, and I'm always curious. I've been a
vowld with some but if you can share some ideas
on how to develop a mastermind group, and I'm going
to ask this in twofold one a mastermind group where
you're just getting a group of people together that they
(23:34):
don't have any per charge to get in. And then
I know there's also masterminds where charged, but to tell us,
how you get those started and what you do to
have an effective mastermind group.
Speaker 2 (23:46):
Great question. Now let me define one thing before I
do that. There's group coaching and then there's masterminds. People
get those confused a mastermind. A lot of people brand
their coaching programs as masterminds. If someone's teaching you an
ab process in a group setting, that's a group coaching program. Fantastic,
it's not a mastermind. A mastermind, truly, for those who
(24:07):
don't know, is like a think tank. It's a group
of people who have a common direction in goals and
they're working together collectively to create one mastermind to solve problems. Okay,
difference there. So I love this question, Jim. Your mastermind
topic here creating a good one. Let's talk about payment first.
(24:28):
Some masterminds could be free or paid. Here's what I
truly believe in. Anybody I know who runs really good
ones is on the same track. Masterminds have to cost something.
And here's why you gotta have skin in the game.
That does not mean that the leader the mastermind has
to collect all the money. What it means is that
people have to be committed to the mastermind and there
(24:51):
has to be a benefit for showing up and a
consequence for not showing up. We're just humans and we
need patient. So if that's Hey, this Mastermind is one
thousand dollars a month to be part of it, and
the leader who's running it gets the money. Fine, good
for them for putting it together. If it's Hey, we
charge one thousand dollars a month and all of that
money goes to charity, and we collectively decide once a
(25:13):
quarter what charity we decide to give that to. Awesome,
I don't care. Bottom line is you gotta have skin
in the game, and you have to have a requirement
of attendance. So in our we lead multiple groups. One
of the groups I love leading is our boardroom. It's
a mastermind. We have a seventy five percent attendance requirement there.
That group costs fifty four thousand dollars to be in. Okay,
(25:36):
it's real commitment from finance standpoint. They're all very high level,
scaled up coaches and mastermind leaders in their own right,
very high commitment level. You have to show up twice
a month and two times in person a year, and
we have a seventy five percent attention requirement. The reason
that's so important is because if we don't have the
context of what's going on in the conversation and what's
(25:57):
going on in everyone's life and business and situation, then
you're not going to have a very easy time as
a board member in our mastermind giving them board member
type advice with I see you, I've known you for
a year and a half, here's the thing you need.
Otherwise people just come in and start spraying their expertise
around and it doesn't actually mean the life changing thing
(26:21):
that it needs to me to help Jim, Yeah, very much,
thank you.
Speaker 7 (26:26):
Yeah, and Chris my last question. I'm startying like I'm
running this nonprofit, then I'm working with the government and
policy making. Then I'm also trying to develop a develop
a community hub in our community. And now I'm so
much excited to start a startup like a next door
type of thing in Bangladesh. So everybody's telling me, Rahnumn,
(26:50):
you need to focus Coach. And I'm also working on
a book with Coach, so it's three chapters done and
we have a few more chapters to go. What advice
would you give me? I'm excited in everything, like I
want to do all everything, and because I don't. I'm single,
i'm not married. I don't have to give time to family,
but I have to when I go back home, I
have to take care of my mom and everything. So
(27:12):
what advice would you give me? How would I tunnel
like focus, get my focus into my priorities based on
what I should be doing now instead of wanting to
do everything.
Speaker 2 (27:25):
You're truly a rockstar, doctor Green Like you have the
capacity and the focus. I freaking love it and so
great talking to you. Thank you for hanging out with me.
So here's what I would recommend, as somebody who's in
awe of what you're doing looking from the outside. Okay,
here's what I recommend. I would put together some sort
of grid where you can rank all the things that
(27:48):
you're involved in about to be involved in, if you're
passionate about I want to start this thing, and I
would rank those in a couple of ways. One, I
would rank them by how much I love doing it,
because if you don't love doing it, it's not going
to be sustainable. Love it, hate it neutral. I do
pretty much everything on a three three things go, love it,
hate it neutral. The next thing I would grade for
(28:10):
each of these opportunities. Listen down the left hand side.
Then we got our grades and columns going down next
to this is how much impact will it have for
the greater good? That will create more impact. Okay, so
I don't want to know for me how many people
(28:32):
I personally or group coach, nation, my organization can impact.
I want to know how much impact those we're impacting
will have on the world. That's how we are measuring success.
And the third thing I would do is I would
look for a grading system around if I do this
one project, will it actually create the other projects? Because
(28:57):
some of the organizations are individuals are impacting will probably
be better at writing the book or leading the nonprofit
or building the next team than even you are. True,
and so there might be a few key pieces in
your world right now are key leaders that you're like, Oh,
my goodness, these four people. If I invested tons of
(29:19):
time and resource into these four people, they will get
twenty times as much done as I was planning on
getting done the next year and a half. Right That's
where I would invest my time.
Speaker 7 (29:29):
Oh this is so helpful. Thank you so much, Chris.
This gives me a lot of clarity, and I was.
I always talk about the eighty twenty rule, So thinking
about like where I should put my energy, the maximum energy,
that will really help because I need that R and
R two have. I hardly had any kind of recreation
(29:51):
or any kind of stuff for the last three years,
so I need that too.
Speaker 4 (29:56):
Yeah we all, don't we?
Speaker 5 (29:57):
And Chris, I know you've just wrapped up or are
in the process of wrapping up quite the big project.
Your book coming out two weeks from yesterday, as this
is a release, So whether or not you're checking this
out before July first or after, it's time to get
excited about this, tell us a little bit about what
we have to look forward to with your book.
Speaker 2 (30:17):
Yeah, we're declaring July first Coaching Independence Day. How about that?
Speaker 7 (30:22):
Yeah?
Speaker 5 (30:22):
I love it.
Speaker 2 (30:24):
This book is almost three years in the making. I
refuse to work more than twelve to fourteen hours a
week and there's only so much you can get done.
Doctor Cream to your ap point a minute ago. One
of my key team members, Olivia, helped me write this book.
We also outsourced parts of this book to two different
organizations to help us in this process. We've made sure
we did this the right way. So what we've done. John.
To answer your question, we have a book that is
(30:46):
a to Z exactly how to build a scalable group
coaching business. It's so cool. We have interviews from industries
best people in their case studies walking through how they've
done it, and then we break that down to here's
what to do first, second, third, and here's what's cool
about this John. For people who are getting the book
(31:06):
on July first launch day for this thing, we have
a thirty five hundred dollars membership area that we're giving
away for free. With the book. We're going to have
a link for you. You can pre order the book.
You can pre order anything you want in the book,
the kindle, the hardcover, the paperback, whatever. Pre order the
book and with that from Amazon, we'll have the link
(31:27):
for you. With that, we're going to give you the
membership area that gives you video testimonials, video backstories of
all the people we interviewed. It also gives you the
templates the tutorials me actually video walking you through every
exercise in there so you can do it yourself. And
then we're also going to get you a private access
VIP invitation to an event we're doing in September, so
(31:49):
you can actually hang out with us virtually for two
days and let us walk you through that even deeper.
Just for people who are pre ordered or order on
or below before July one. So excited about this.
Speaker 4 (32:03):
Yeah, and so this is especially for coaches, right.
Speaker 2 (32:05):
Yeah, anybody who's I want to take my expertise and
I want to sell that or be able to influence
others with that expertise. Scale it up. If you're doing
one on one coach, if you're doing done for your services,
if you're a leader, you're a salesperson, whatever you are.
If you're like I want to take this and learn
how to build my own model around this and change
the world and make a profit doing it, That's what
this is all about. Clarity will be getting that book.
(32:28):
I'm going to get you a copy. I am so
excited about this. Let's go.
Speaker 6 (32:31):
Yeah, looking forward to seeing it as well, Chris. I
have my final question is what advice would you give
on how to build better relationships with people with people
on your team here?
Speaker 2 (32:42):
Be honest. I don't know what else to say. Be honest.
People just need to know who you are and what
you're doing. Faking it till you make it. Don't do that,
just tell people here's like, y'all, I'll be honest. The
book launched, it's a freaking amazing book. The membership area
that we have is unbelievable. The two day thing we're
(33:02):
inbody here, it's incredible. But here's truly what we're doing.
We want to get on a bestseller list that's meaningful
because when we do that, it means that our book
gets in the hands of a lot more people and
get searchable. All those things come into play, just like
a good podcast or a good YouTube channel. That's why
we want to do all this. That's what we're given
so much away on July one, is because we want
(33:23):
to change your life so you can impact others, and
we want this book to be something that's recognized in
the industry. Being honest about we want to make the
best seller list that we're after is so important and
we totally want everybody to help doing that. And I
think with any relationship you build, you have to let
people know here's what I'm trying to accomplish. Will you
help us do this? And that's what creates strong and
(33:46):
lasting partnerships.
Speaker 5 (33:48):
Yeah, and a group co chination, I know there's a
strong community there up on social media. You also got
all of your different masterminds that you talk about. Chris,
what is the first thing that you would suggest a
coach to do. If we've been grinding out in our
little coaching hub for twelve hours a day, virtual meeting
after virtual meeting with client after client, doing one on
(34:09):
one coach and all day monetizing, what is your first
suggestion to take things to the next level?
Speaker 4 (34:14):
And how does Group coach Nation contribute to that.
Speaker 2 (34:18):
I'm going to use the word clarity again because it's
the honest truth. You need clarity. The more we're grinding
out the workflow that we do in life, the less
clarity we have. So I would absolutely go, well, this
is not a plug for the book again, but Group
coach Nation is our brand Group coachnation dot com. Just
search group coach Nation you'll find us all over the place.
(34:39):
The book gives clarity because we've given here's real people
that are like you, and here's the steps they took,
and we break those down so you can stop and say, Okay,
I'm going to turn the page. I'm going to fill
in the blinks. Like they say, take a deep breath,
and then turn the next page. And by the end
of the book you have a plan and a process
(35:02):
and I just want you to know you can do it.
I did it. I went from so many hours missing
my kids like everything to in four months getting my
life back. And it wasn't just because I read for
our work week book. It was because I got clarity.
So what's the clarity you need? Go get it? Well,
(35:22):
I'm gonna leave with this John, if I can. I'm
not and you're not Coach Johnson, Doctor Cream, John, You're
We're not Chris Williams. We're not the world's best experts.
You awesome humans listening in right now. You know who
you are. You're an awesome expert for somebody. Be that
(35:43):
awesome expert for that person. But here's the deal. You
need an awesome expert around YouTube. And if it's not
me and my book, define right now before you just
scroll to the next YouTube video or a podcast, Define
right now, who are you going to get help from
and reach out to that person. If it's our book,
click the link, pre order it by it. If it's
(36:06):
something that John or Doctor Cream or Coach Johnson have,
go to their websites. Get the help. If it's somebody
else in the world that you already know I need
this person's help, reach out to them and get the help.
But decide right now and take the first action to
get the help. When you start that way, you will
start getting somewhere. And that's been my advice for you
is define who you're going to get help from, and
(36:26):
right now, like right now, hip pause. You probably know
who it is right now in your mind, and go
to the.
Speaker 5 (36:32):
Thing and that maybe group coachinas dot com and maybe
the book with the links.
Speaker 4 (36:36):
Down in the show notes.
Speaker 5 (36:37):
Go check that out right now, because you got to
get this and then you get all of that on
top of it, it's going to be incredible. So assuming
you're checking this outum before July first, go grab that.
And if not, you can still grab the book up
on Amazon with the link down in the show notes.
Speaker 4 (36:51):
Chris, what an awesome time having you on man. Love
what you're doing, Love how.
Speaker 5 (36:55):
You've reclaimed your time in your life, and we're inspired
by you too, So thanks so much for sharing your
wisdom here today.
Speaker 3 (37:01):
Thanks so much for having me a thank you for
joining us this week at the Limitless Leadership Lounge to
listen to this episode again and to find previous episodes,
check us out on Apple Podcasts, Spotify, and spreageer. You
can also get in on the conversation find us on
Facebook and Instagram, then tell three of your friends to
join it as well. Coach Numa and John, We'll be
(37:22):
back again next week for another try generational leadership discussion.
We'll talk to you then on the Limitless Leadership Lounge
This podcast is a proud member of the Teach Better
podcast network, Better Today, Better Tomorrow, and the podcast to
get you there. You can find out more at Teechbetter
dot com slash podcast.
Speaker 2 (00:12):
I'm a really relational person and so I quickly made
my first team members my besties. That's not that relationship, right,
have your best friends, but those typically aren't the people
that you're going to hire and fire. It really complicates
life as a really relational person. I really want you
to like me, and unfortunately, as a leader, that's not
(00:35):
part of the job description. That might be something you
get lucky with and blessed with that your team likes you,
but it's not in the job description. The job description
is to help them be their best while accomplishing the
goals of the company or the organization. Scalability of your
time is critical, and here's why. It's not just that
(00:57):
you can make more money if you have more free
time to work more. That's just an endless cycle. It's clarity.
The number one killer of coaches, coaching, businesses, CEOs, executive
teams is a lack of clarity. Bosses aren't promoting for busyness,
They're promoting for results. It's just bosses don't recognize the difference.
(01:18):
Sometimes we all have to change.
Speaker 3 (01:21):
Do you want to be a leader in a constantly
changing world? Our emerging leaders look different, come from various
backgrounds and from all different age groups. Leadership is changing
and it's hard to keep up.
Speaker 4 (01:33):
But the good news you.
Speaker 2 (01:35):
Can be a leader too.
Speaker 3 (01:37):
You can be an emerging leader. Welcome to the Limitless
Leadership Lounge, a try generational conversation for emerging leaders. Come
spend some time with us to discuss leadership from three angles.
The coach Jim Johnson, the professor doctor Renuma Kareem, the
host John Gering, a monthly guest. And you get in
(01:58):
on the conversation on faith Book and Instagram, and be
sure to follow us on Apple Podcasts, Spotify and Speaker.
So come on in and make yourself comfortable.
Speaker 5 (02:08):
Back on the Limitless Leadership Lounge. I'm John Garry, stoked
for this conversation today. Join us always by coach Jim Johnson,
we'll get a little bit more coaching and later on
along with doctor Numa Kareem, and we're also joined by
speaking of coaches, Chris Williams, founder of Group Coach Nation,
Chris Helps advance business expert exponentially increasing their focus, fortune
(02:31):
and freedom through group coaching and through masterminds. A lot
of coaches just focus on those individual coaching sessions, but
Chris is really diving into group coaching and he's built
group coach Nation to what it is today. He holds
a lot of those masterminds, a lot of those calls
with coaches, and he's just a phenomenal He brings a
(02:52):
phenomenal energy. So we love what Chris is going to
be sharing with us today. Chris, Welcome to the Limitless
Leadership Lounger.
Speaker 2 (02:58):
So excited to have you, man, John Coach Johnson, doctor Green.
I'm so excited to be here. Thank you all for
the opportunity. What a cool group, what a cool audience.
Speaker 4 (03:06):
Let's do you came in here and you the first
thing you said is it's a party in here.
Speaker 2 (03:10):
And many people. Okay, is this a video and audio?
Speaker 4 (03:14):
Yes? Oh cool.
Speaker 2 (03:15):
So if you're watching, if y'all are watching the video,
it looks like I'm actually just to the side of
John on the zoom windows because his black bagger, like
it looks.
Speaker 4 (03:22):
Like, oh hey, yeah, you're over here. We can almost
unfortunately get Chris.
Speaker 5 (03:27):
Where you're in the Memphis area and I'm up here
in a Rochester area. But you gotta love technology bring
us together today. That's a lot of what you do,
I know is remote too. So we'll dive into that
a bit and how you've built a business on that.
But first we talked earlier before we hit record about
that young and emerging leader who gets promoted. Maybe they're
the best salesperson and now all of a sudden, there's
(03:47):
a sales leader and they're like, I never signed up
for this. You said your journey, there's some similarities there.
Tell us a little bit about your journey.
Speaker 2 (03:54):
Yeah, that's exactly my journey. So my first job out
of college, big and poor thing. It's so great when
you first get out. So you're like, oh my gosh,
this is so cool. I'm so awesome now. So I
was a financial advisor, and I learned how to sell,
learned how to do all the life insurance stocks, bonds,
all that kind of stuff. You get good at something
(04:14):
and then all of a sudden, you get promoted or
you get an opportunity and they're like, oh wow, you
should lead these other people that ruined me because I
could not lead like they taught me how to sell,
they taught me the product, whatever the skill set is
that you have, dear listener, you're freaking awesome obviously what
you do, and you're getting better and better at that,
(04:35):
and then all of a sudden you're like this new thing.
It's like they've taken somebody who's a star athlete and
turning them to a coach. Coach Johnson, I'm sure you've
seen a million times you should not be doing that.
You're not like there's this arc of growth that we
have to go through, and I know y'all talk a
ton about that, so I really appreciate what y'all do.
Speaker 6 (04:50):
Chris, I gotta I'm gonna jump in with this question
because I know you after probably bumbling through your leadership
positions for a while, you ended up leading u CEO
positions where you were looking to bring on team members.
I know you're doing that with your business now. That's
a huge thing as a leader of getting the right
people on the bus and of course getting the right
(05:12):
seats of taking Jim Collins's words, So with that in mind,
can you give us some ideas because I'm sure you
had some great people they've brought in, and you probably
had some people that didn't do so well. So what
were the keys of bringing in good team members?
Speaker 2 (05:29):
Yeah, okay, First of all, admit that you might get
it wrong the first five twenty one hundred times. It's okay,
all right. The second thing is be humble, like showing
up as a new leader and acting like you know
everything and faking it till you make it. Maybe that worked,
like I don't know, decades ago, but that don't work now.
(05:51):
People are smart, people know what's going on. We all
have access to the same resources. Everybody's watched the office.
Everybody knows what a horrible leader is, so just I
can't watch the opposite. So get out and just be
honest and just say, look, hey, so as I'm new
at this you're new at this position. We're here to
(06:12):
make each other better and make the organization better. Let's
form a team here and let's work this thing out.
And that open conversation. I just have learned so much
from that. And also, I guess the second thing I
would say is get a mentor have somebody you can
lean on that's outside of the organization that's not going
to fire you. It's not going to give you a
bad review that you can be honest with and set
(06:33):
up a weekly or bi weekly call and just lean in.
I have a mentor in multiple areas of life, have
for so long different mentors. One for parenting, one for business,
one for physical fitness, whatever, it's a coach and just
say here's going on. What would you do if you
were me?
Speaker 7 (06:48):
Oh? And I do agree that mentorship makes a difference.
When I start to start it as a CEO role
in my nonprofit, suddenly I'm like, okay, now I have
to lead these people. So they are all looking up
to me making decisions. And I think Jim Johnson, he
helped me a lot. And I have CEOs back home
(07:11):
who are friends who are also giving me tips this
is how you should lead or this is how you
should talk. So those things really helped. So you have
been playing a role as a CEO for such a
long time. What are some challenges that you as a
leader experienced by leading people? Because I can name so many.
Speaker 2 (07:34):
I can too, and ironically, Dark Kream, I wish I
could say it was challenges with people who did X,
Y and Z. But truly, and I think any leader
who's authentic will admit to this. It's challenges from inside me, right,
that's what actually gets yeah, so read like crazy, get
(07:56):
a mentor. I would say for me, the top two
or three challenges that I struck with were, First of all,
I'm a really relational person, and so I quickly made
my first team members my besties. That's not that relationship, right,
have your best friends, but those typically aren't the people
(08:16):
that you're going to hire and fire. It really complicates life,
So keep it professional. I didn't keep it unprofessional to
keep professional, as in, I'm not here to tell you
what's going on in my personal life, and I'm not
here to be your therapist either. We're here to get
projects done and meet client needs and things like that,
so keep it professionally. The second thing that was really
(08:37):
a big deal for me that I failed in so
many times was just not being strong enough and honest
enough about expectations. Because again, as a really relational person,
I really want you to like me, and unfortunately, as
a leader, that's not part of the job description. That
(08:57):
might be something you get lucky with and blessed with
that your team likes you, but it's not in the
job description. The job description is to help them be
their best while accomplishing the goals of the company or
the organization. And that's a really key difference that doesn't
always come with being their favorite person. So true.
Speaker 5 (09:17):
But we're talking coaching too today, because Chris, you're the
ultimate coach group coach Nation. I'm really curious how that
came about. And then also you talk a lot about
scaling your knowledge. Let's talk about why that's so important
rather than maybe a more traditional model of coaching.
Speaker 2 (09:33):
Sure, and I'll give this credit to Tim Farriss for
our work week. Okay, we all have that book in
our bouncer on the shelf, and some of us have
read it, right, and then the ones who've read it,
most of us think it's Byes. Okay, so that's where
I started. I read the book, I was like, yo, whatever,
he's a marketer. I was working like twelve to fourteen
(09:54):
hour days, and I was so desperate I read it
a second time. Finally, I was out in the backyard
raking leaves. I got five kids at nine pm at night,
trying to get chores done because I was working so
much and trying to juggle everything, and I realized, Okay,
if this book, this four hour work week is legit,
I don't know, but I'm just going to go through
(10:15):
it again. I put the audible version on and then
I would go inside and I would mind map out
everything I was learning in that book. Okay, I'm not
telling everybody the book. Here's my point. I went from
fourteen hour workdays to four hour workdays in four months,
and more than qua drupled my income. And I was
(10:35):
not trying to do it to make more money. I
was doing it because I was desperate for time. So
to answer your question, John, scalability of your time is critical.
And here's why. It's not just that you can make
more money if you have more free time to work more.
That's just an endless cycle. It's clarity. The number one
killer of coaches, coaching, businesses, CEOs, executive teams as a
(11:01):
lack of clarity. It's not I don't have enough prospects,
or I don't know what team member to hire, or
I don't know what market is wanting. It's a lack
of clarity because when you get clarity, it breeds margin,
margin of time and money, and that margin of time
and money, having a little bit of space to stop
and think, we'll give you more clarity, and all of
(11:21):
a sudden, the cycle builds itself. Number One, find a
source to create clarity around what you're trying to do,
and then take the time that you get from a
little bit of clarity and don't fill it with more
busy work. Don't open your inbox. Actually go sit down
somewhere and think, Go for a walk, go for a drive,
have a cup of coffee, put the devices down. Because
(11:44):
more clarity brings more opportunity and less overwhelmed.
Speaker 4 (11:47):
You just went for a pretty long walk, we heard,
and I.
Speaker 5 (11:50):
Was like secretly judging you because you were talking about
your long hike that that you went on.
Speaker 4 (11:56):
And I was thinking to.
Speaker 5 (11:56):
Myself, how does this guy group coach nation like he's
on top of the world. He's got to be so
busy with so many different tasks and responsibilities.
Speaker 4 (12:04):
How are you able to take that time away?
Speaker 2 (12:06):
Okay, so here's a secret. Now a lot of people
know I actually work twelve to fourteen hours a week now,
total twelve to fourteen hours a week. We run three
different I run I'm personally involved in three different groups.
Let alone what my team is doing, you can do it.
You can do it. And here's why. I yes. If
I was like, Okay, I'm going to go do everything
I can, would I be working sixty hours a week, absolutely,
(12:28):
But everything I can isn't going to achieve my goals
and it's actually not going to make my family, or
my relationships or my health any better. And believe it
or not, I'm not going to be able to serve
more people by working more hours. It's a dead end street. Yeah,
dead end streets. You know. What they're cool for is
like putting a house and having a cull to sack
and raising your kids there. But a dead end street
(12:51):
doesn't go anywhere. From a business standpoint, you might think,
oh my gosh, there's no traffic here, I can fly
down this path. And also in your organized hours and
also you're gonna hit the wall and there's only so
much you can do. So you have to create a
space where you know, I can sustain the energy I'm
putting out right now and enjoy it and be refreshed
(13:12):
by it for the long haul. If you can't say
that right now, then you're actually on a dead end street.
Great point.
Speaker 6 (13:21):
Hey, Chris, I got to ask you this because I
think your listeners, including myself, or your ears are perked.
Tell us how do you organize your days?
Speaker 2 (13:31):
Okay, good, I wish I could share my calendar. We
do a whole train big your good nation. This is
really fun. So I don't work on Mondays or Fridays,
and I work just a few hours on Wednesdays. Okay Mondays,
and I say I don't like I literally don't work
on Fridays. We're recording this on a Thursday, and I'm
done today. I think two thirty is when I'll be
done day. I'm always done between two and three every day.
(13:52):
I'm done it two thirty a day, Like I'm done,
I'm going to the community garden and can it work
in the garden? Nothing? On Friday Mondays, occasionally I'll take
a little thirty forty five minute call with one of
my team members to help them get their projects, like
a key team member on their week, and then I'm done.
I spend Mondays actually intentionally thinking and just like creating
(14:15):
the space to stop and say what's working, what's not
in my life. I don't just focus on business just
in my life, and I don't spend eight hours with
a notepad. I go do stuff. I go run errands,
I go grocery shopping. That's how I think. Okay, get
away from your screen. Here's where the real work happens.
I have a team meeting on Wednesday, about an hour
and a half for our key leaders, and we get
all of our stuff done, talk through problems they can't
(14:37):
solve or need a buyce on. That's it. I also
have a mentoring call with my mentor or my coaching
that I get I receive on Wednesday afternoons. That's literally it.
That's literally all I do on Wednesdays. So about two
and a half hours total of any intentional work. The
real work is on Tuesdays and Thursdays. On Tuesdays and Thursdays,
I call those performance days. I started time blocking on
(14:58):
Tuesdays and Thursdays. And so if I'm going to do
any recording, anything on camera, any coaching, anything, prospecting, anything
where I have to show up and turn on the
personality so speak, that's going to happen on Tuesdays and Thursdays.
And I start around ten am and I wrap it
up by around two or three. Those bursts of energy
are helpful. I learned that from a coach who was
(15:21):
coaching like you, coach Johnson. The athletes that are at
the highest level, they're freaking not training at the highest
level sixty hours a week. They'll exhaust themselves. They got
a game, they have rest, they have stretching, they have
all this stuff. The actual time they're putting out max effort,
which is what most of us are doing as coaches
(15:42):
or leaders all the time, is very little. And you
just can't sustain that. So does that help? Yes?
Speaker 6 (15:50):
It is one thing because I see you, you look
quite fit. What do you do to keep yourself in
good shape? Because I know that's something and that often
people getting the famous sixty seventy hours and they don't
care take care of themselves, and then they don't have
energy to be a good leader.
Speaker 2 (16:05):
This is me. Everybody's different, Okay, this is me. I'm
a vegetarian because I don't like meat, not because I
have a big philosophical argument. I just don't like meat
that much. That probably helps. I love being active. I'm
really ADHD so activity helps me think, and I think
that's been a huge asset for me from a fitness standpoint.
(16:25):
I got lucky with that. When I'm walking or running
or biking, my mind works better, so I'm a little
bit lucky on that. And then I just I like
doing push ups and pull ups, and I'm one of
those people. I just like doing active stuff. I love
being outside. So I think my lifestyle is just staying
active in the way my brain works has given me
an opportunity for that. I wish I could say, Man,
(16:47):
I'm like, I got this regiment. I wake up at five,
I do a thousand push ups. It's just I eat
pretty healthy and I don't drink a lot, and I
love staying active all day. That's me wonderful.
Speaker 7 (17:01):
And Chris, I think I have to go back and
read The Four Hour Week, because, just like you the
first read, I did, Ah, I'm not finding anything that
works for me here, so I just threw it. It's
still in my shelf. So I need to go back
and read and find those wisdoms. One thing this time,
because I was giving trainings and workshops on emotional intelligence
(17:25):
and different organizations, and everybody from the top leadership to
the middle management, everybody seemed to be burnout. And they're saying, like,
we get you get it. There are so many things
that we need to practice and all those kind of stuff,
but we are not able to do that, and there
(17:45):
is this lack of I don't know, they are not
adapting to them adapting to those changes and a lot
of changes happening, geopolitical changes, new innovations coming up. So
in this situation, they are not taking care of themselves.
And I see a huge rate of heart attacks between
the age thirty five to fifty. This group of young,
(18:08):
this group of men, like they're dropping like flies because
of the stress factors and all these elements. So, as
a group coach, like, what are some tips some advices.
I know this is this is not going to cover,
but how will you approach this whole process? Then we
are experiencing this.
Speaker 2 (18:27):
Doctor Krean, that's such a good question. First of all,
I want to just talk about this phrase dropping like
fry flies, because I've heard that my whole life. And
don't you wish you were at a picnic and flies
actually dropped They just stop it? That's what? Okay, So
the but yes, as leaders, we do drop like the
flies are supposed to drop. The Okay, here's the thing
(18:49):
I really believe is going on. I'll go back to
this athlete comment. We had a minute ago. If we
took whatever sport you follow, if those did that sport
full tilt five days a week, they would never make
it to a game or a playoff season the weekend,
(19:10):
just like we are. We're like exhausted by the end
of the week, and then we're sitting there like dumb
dums on our phones answer and emails for a boss
who doesn't care about us at two o'clock on a
Saturday afternoon. That's not life. And what happens. All the
changes you're talking about and behavioral health and insights that
you're bringing doctor crem to the industries that you work in,
(19:33):
those things only come those clarity points only come from
time and margin. Humans need downtime, and we don't take
care of our brains and our stress levels like we
would if we're like, oh, but that's a professional athlete
or that's a professional singer and they have to take
care of their voice or whatever. We just go. But
(19:54):
our brains, our nervous system is just like anything else.
It needs on time and a lot of off time, right,
And so I would encourage anybody who's struggling with that,
create margin in your life and do not sacrifice your
family or your personal health for the margin. Go talk
(20:15):
to your organization and let them know, Hey, I'd like
to try a ninety day stint where I'm going to
create a little more margin. I might not be here
after lunch on Mondays or Fridays or Wednesdays or pick
your days. I'm going to go for a walk, like
tell your boss, I'm going to do this for ninety days,
and I'd like to get together once a month through
that ninety day period and have you evaluate me and
(20:37):
how my decisions and how my process is going on.
Do the test. You'll be shocked.
Speaker 7 (20:42):
And this is what I told them because I was
training the meat management and they said that the upper
management doesn't give us the time. They're even calling us
on Saturdays and we don't have that downtime. So I
ask them to bring the upper management. I want to
train the upper management who are making the decisions. So
they arranged this time and they're having a gym, so downtime,
(21:04):
so all those things. They are trying to get those
things in order. But still the mindset, it will take
some time to get into that mindset of practice bringing
something new because they wear I'm busy as a badge,
of owner, like, I'm busy all the time. So it's
and if they think that I'm not busy, then I
might not get the promotion and things and all those stuff.
(21:26):
So that competitiveness is taking driving them to that edge,
so hopefully things can change.
Speaker 2 (21:33):
I'm so glad you're doing what you're doing out there,
because it's so important for leaders to recognize they're not
getting the results out of their team. English they're not
getting the results of their team, but they could be
getting if they gave their team space. And for team
members to realize that if they buy into that, I
have to look and be busy in order to get
the promotion. Bosses aren't promoting for busyness. They're promoting for results.
(21:57):
It's just bosses don't recognize the differenceference. Sometimes we all
have to change.
Speaker 5 (22:03):
One thing you talk a lot about a lot is clarity,
and I love that. And that's one thing that a
coach will help you find a good coach anyway. But
there are so many people out there who are becoming coaches.
Speaker 4 (22:17):
I've even been, you know.
Speaker 5 (22:19):
Trained myself to become a coach in certain areas like coaching,
the content creation that I help my clients make talk
a little bit about what makes a good coach, because
there's so many people who call themselves coaches out there.
Speaker 4 (22:31):
But what makes a really good coach?
Speaker 2 (22:34):
That's such a good question, John. I believe what makes
a good coach is someone who can actually listen and
understand with curiosity and then help you find solutions. Sometimes
a coach needs to say go left, then right. Sometimes
a coach needs to say, do you think left or
(22:56):
right is a better option for you? Let me help
you think it through. There's lots of ways to coach,
but ultimately it comes down to is that coach curious
and really open to what you're actually going through? Because
if they are, they'll get the context they need to
create the helpful path.
Speaker 6 (23:14):
Interesting, Chris, I know one of the things that you've
done very well, and I'm always curious. I've been a
vowld with some but if you can share some ideas
on how to develop a mastermind group, and I'm going
to ask this in twofold one a mastermind group where
you're just getting a group of people together that they
(23:34):
don't have any per charge to get in. And then
I know there's also masterminds where charged, but to tell us,
how you get those started and what you do to
have an effective mastermind group.
Speaker 2 (23:46):
Great question. Now let me define one thing before I
do that. There's group coaching and then there's masterminds. People
get those confused a mastermind. A lot of people brand
their coaching programs as masterminds. If someone's teaching you an
ab process in a group setting, that's a group coaching program. Fantastic,
it's not a mastermind. A mastermind, truly, for those who
(24:07):
don't know, is like a think tank. It's a group
of people who have a common direction in goals and
they're working together collectively to create one mastermind to solve problems. Okay,
difference there. So I love this question, Jim. Your mastermind
topic here creating a good one. Let's talk about payment first.
(24:28):
Some masterminds could be free or paid. Here's what I
truly believe in. Anybody I know who runs really good
ones is on the same track. Masterminds have to cost something.
And here's why you gotta have skin in the game.
That does not mean that the leader the mastermind has
to collect all the money. What it means is that
people have to be committed to the mastermind and there
(24:51):
has to be a benefit for showing up and a
consequence for not showing up. We're just humans and we
need patient. So if that's Hey, this Mastermind is one
thousand dollars a month to be part of it, and
the leader who's running it gets the money. Fine, good
for them for putting it together. If it's Hey, we
charge one thousand dollars a month and all of that
money goes to charity, and we collectively decide once a
(25:13):
quarter what charity we decide to give that to. Awesome,
I don't care. Bottom line is you gotta have skin
in the game, and you have to have a requirement
of attendance. So in our we lead multiple groups. One
of the groups I love leading is our boardroom. It's
a mastermind. We have a seventy five percent attendance requirement there.
That group costs fifty four thousand dollars to be in. Okay,
(25:36):
it's real commitment from finance standpoint. They're all very high level,
scaled up coaches and mastermind leaders in their own right,
very high commitment level. You have to show up twice
a month and two times in person a year, and
we have a seventy five percent attention requirement. The reason
that's so important is because if we don't have the
context of what's going on in the conversation and what's
(25:57):
going on in everyone's life and business and situation, then
you're not going to have a very easy time as
a board member in our mastermind giving them board member
type advice with I see you, I've known you for
a year and a half, here's the thing you need.
Otherwise people just come in and start spraying their expertise
around and it doesn't actually mean the life changing thing
(26:21):
that it needs to me to help Jim, Yeah, very much,
thank you.
Speaker 7 (26:26):
Yeah, and Chris my last question. I'm startying like I'm
running this nonprofit, then I'm working with the government and
policy making. Then I'm also trying to develop a develop
a community hub in our community. And now I'm so
much excited to start a startup like a next door
type of thing in Bangladesh. So everybody's telling me, Rahnumn,
(26:50):
you need to focus Coach. And I'm also working on
a book with Coach, so it's three chapters done and
we have a few more chapters to go. What advice
would you give me? I'm excited in everything, like I
want to do all everything, and because I don't. I'm single,
i'm not married. I don't have to give time to family,
but I have to when I go back home, I
have to take care of my mom and everything. So
(27:12):
what advice would you give me? How would I tunnel
like focus, get my focus into my priorities based on
what I should be doing now instead of wanting to
do everything.
Speaker 2 (27:25):
You're truly a rockstar, doctor Green Like you have the
capacity and the focus. I freaking love it and so
great talking to you. Thank you for hanging out with me.
So here's what I would recommend, as somebody who's in
awe of what you're doing looking from the outside. Okay,
here's what I recommend. I would put together some sort
of grid where you can rank all the things that
(27:48):
you're involved in about to be involved in, if you're
passionate about I want to start this thing, and I
would rank those in a couple of ways. One, I
would rank them by how much I love doing it,
because if you don't love doing it, it's not going
to be sustainable. Love it, hate it neutral. I do
pretty much everything on a three three things go, love it,
hate it neutral. The next thing I would grade for
(28:10):
each of these opportunities. Listen down the left hand side.
Then we got our grades and columns going down next
to this is how much impact will it have for
the greater good? That will create more impact. Okay, so
I don't want to know for me how many people
(28:32):
I personally or group coach, nation, my organization can impact.
I want to know how much impact those we're impacting
will have on the world. That's how we are measuring success.
And the third thing I would do is I would
look for a grading system around if I do this
one project, will it actually create the other projects? Because
(28:57):
some of the organizations are individuals are impacting will probably
be better at writing the book or leading the nonprofit
or building the next team than even you are. True,
and so there might be a few key pieces in
your world right now are key leaders that you're like, Oh,
my goodness, these four people. If I invested tons of
(29:19):
time and resource into these four people, they will get
twenty times as much done as I was planning on
getting done the next year and a half. Right That's
where I would invest my time.
Speaker 7 (29:29):
Oh this is so helpful. Thank you so much, Chris.
This gives me a lot of clarity, and I was.
I always talk about the eighty twenty rule, So thinking
about like where I should put my energy, the maximum energy,
that will really help because I need that R and
R two have. I hardly had any kind of recreation
(29:51):
or any kind of stuff for the last three years,
so I need that too.
Speaker 4 (29:56):
Yeah we all, don't we?
Speaker 5 (29:57):
And Chris, I know you've just wrapped up or are
in the process of wrapping up quite the big project.
Your book coming out two weeks from yesterday, as this
is a release, So whether or not you're checking this
out before July first or after, it's time to get
excited about this, tell us a little bit about what
we have to look forward to with your book.
Speaker 2 (30:17):
Yeah, we're declaring July first Coaching Independence Day. How about that?
Speaker 7 (30:22):
Yeah?
Speaker 5 (30:22):
I love it.
Speaker 2 (30:24):
This book is almost three years in the making. I
refuse to work more than twelve to fourteen hours a
week and there's only so much you can get done.
Doctor Cream to your ap point a minute ago. One
of my key team members, Olivia, helped me write this book.
We also outsourced parts of this book to two different
organizations to help us in this process. We've made sure
we did this the right way. So what we've done. John.
To answer your question, we have a book that is
(30:46):
a to Z exactly how to build a scalable group
coaching business. It's so cool. We have interviews from industries
best people in their case studies walking through how they've
done it, and then we break that down to here's
what to do first, second, third, and here's what's cool
about this John. For people who are getting the book
(31:06):
on July first launch day for this thing, we have
a thirty five hundred dollars membership area that we're giving
away for free. With the book. We're going to have
a link for you. You can pre order the book.
You can pre order anything you want in the book,
the kindle, the hardcover, the paperback, whatever. Pre order the
book and with that from Amazon, we'll have the link
(31:27):
for you. With that, we're going to give you the
membership area that gives you video testimonials, video backstories of
all the people we interviewed. It also gives you the
templates the tutorials me actually video walking you through every
exercise in there so you can do it yourself. And
then we're also going to get you a private access
VIP invitation to an event we're doing in September, so
(31:49):
you can actually hang out with us virtually for two
days and let us walk you through that even deeper.
Just for people who are pre ordered or order on
or below before July one. So excited about this.
Speaker 4 (32:03):
Yeah, and so this is especially for coaches, right.
Speaker 2 (32:05):
Yeah, anybody who's I want to take my expertise and
I want to sell that or be able to influence
others with that expertise. Scale it up. If you're doing
one on one coach, if you're doing done for your services,
if you're a leader, you're a salesperson, whatever you are.
If you're like I want to take this and learn
how to build my own model around this and change
the world and make a profit doing it, That's what
this is all about. Clarity will be getting that book.
(32:28):
I'm going to get you a copy. I am so
excited about this. Let's go.
Speaker 6 (32:31):
Yeah, looking forward to seeing it as well, Chris. I
have my final question is what advice would you give
on how to build better relationships with people with people
on your team here?
Speaker 2 (32:42):
Be honest. I don't know what else to say. Be honest.
People just need to know who you are and what
you're doing. Faking it till you make it. Don't do that,
just tell people here's like, y'all, I'll be honest. The
book launched, it's a freaking amazing book. The membership area
that we have is unbelievable. The two day thing we're
(33:02):
inbody here, it's incredible. But here's truly what we're doing.
We want to get on a bestseller list that's meaningful
because when we do that, it means that our book
gets in the hands of a lot more people and
get searchable. All those things come into play, just like
a good podcast or a good YouTube channel. That's why
we want to do all this. That's what we're given
so much away on July one, is because we want
(33:23):
to change your life so you can impact others, and
we want this book to be something that's recognized in
the industry. Being honest about we want to make the
best seller list that we're after is so important and
we totally want everybody to help doing that. And I
think with any relationship you build, you have to let
people know here's what I'm trying to accomplish. Will you
help us do this? And that's what creates strong and
(33:46):
lasting partnerships.
Speaker 5 (33:48):
Yeah, and a group co chination, I know there's a
strong community there up on social media. You also got
all of your different masterminds that you talk about. Chris,
what is the first thing that you would suggest a
coach to do. If we've been grinding out in our
little coaching hub for twelve hours a day, virtual meeting
after virtual meeting with client after client, doing one on
(34:09):
one coach and all day monetizing, what is your first
suggestion to take things to the next level?
Speaker 4 (34:14):
And how does Group coach Nation contribute to that.
Speaker 2 (34:18):
I'm going to use the word clarity again because it's
the honest truth. You need clarity. The more we're grinding
out the workflow that we do in life, the less
clarity we have. So I would absolutely go, well, this
is not a plug for the book again, but Group
coach Nation is our brand Group coachnation dot com. Just
search group coach Nation you'll find us all over the place.
(34:39):
The book gives clarity because we've given here's real people
that are like you, and here's the steps they took,
and we break those down so you can stop and say, Okay,
I'm going to turn the page. I'm going to fill
in the blinks. Like they say, take a deep breath,
and then turn the next page. And by the end
of the book you have a plan and a process
(35:02):
and I just want you to know you can do it.
I did it. I went from so many hours missing
my kids like everything to in four months getting my
life back. And it wasn't just because I read for
our work week book. It was because I got clarity.
So what's the clarity you need? Go get it? Well,
(35:22):
I'm gonna leave with this John, if I can. I'm
not and you're not Coach Johnson, Doctor Cream, John, You're
We're not Chris Williams. We're not the world's best experts.
You awesome humans listening in right now. You know who
you are. You're an awesome expert for somebody. Be that
(35:43):
awesome expert for that person. But here's the deal. You
need an awesome expert around YouTube. And if it's not
me and my book, define right now before you just
scroll to the next YouTube video or a podcast, Define
right now, who are you going to get help from
and reach out to that person. If it's our book,
click the link, pre order it by it. If it's
(36:06):
something that John or Doctor Cream or Coach Johnson have,
go to their websites. Get the help. If it's somebody
else in the world that you already know I need
this person's help, reach out to them and get the help.
But decide right now and take the first action to
get the help. When you start that way, you will
start getting somewhere. And that's been my advice for you
is define who you're going to get help from, and
(36:26):
right now, like right now, hip pause. You probably know
who it is right now in your mind, and go
to the.
Speaker 5 (36:32):
Thing and that maybe group coachinas dot com and maybe
the book with the links.
Speaker 4 (36:36):
Down in the show notes.
Speaker 5 (36:37):
Go check that out right now, because you got to
get this and then you get all of that on
top of it, it's going to be incredible. So assuming
you're checking this outum before July first, go grab that.
And if not, you can still grab the book up
on Amazon with the link down in the show notes.
Speaker 4 (36:51):
Chris, what an awesome time having you on man. Love
what you're doing, Love how.
Speaker 5 (36:55):
You've reclaimed your time in your life, and we're inspired
by you too, So thanks so much for sharing your
wisdom here today.
Speaker 3 (37:01):
Thanks so much for having me a thank you for
joining us this week at the Limitless Leadership Lounge to
listen to this episode again and to find previous episodes,
check us out on Apple Podcasts, Spotify, and spreageer. You
can also get in on the conversation find us on
Facebook and Instagram, then tell three of your friends to
join it as well. Coach Numa and John, We'll be
(37:22):
back again next week for another try generational leadership discussion.
We'll talk to you then on the Limitless Leadership Lounge
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