Philip is an executive coach
This is a photograph of a young Mose Henderson. My dad cleans up pretty good. The older fellow is me.
Do you want an Executive Coach?
You have completed your college education. You have worked your way up the ladder and now have folks reporting to you for training and development. You want to keep moving up but where do you go to get the support you need to make the next step forward? Many people in your situation choose to employ an executive coach. Your coach is useful because he/she provides you unbiased information about what you are doing that works for you, and what you are doing that works against you. You do not get this information from a colleague at work. Your boss cannot, nor can your colleagues seeking the same promotions that you desire.
However, your executive coach works for you. He is committed to helping you discover problems you are unaware of that stand in the way of your success. He will help you identify ways to overcome those problems so you will continue your progress. I have been coaching executives for 21 years. I practice high-impact coaching. My contract calls for success within 6 months or you don't pay. I offer a better than a money back guarantee because if I do not give you remarkable success in 6 months, you do not pay the final amount, which is more than half my total fee.
A typical contract ranges in price from $3000 to $7000 for six months work. Each coaching session is in person for four to five hours.
I have been an executive coach since October 1999. I help my clients become outstanding ethical leaders in their home, work and community. I coach my clients to develop into full time empathic listeners. My clients learn to listen to themselves with empathy.
Full time empathic listeners develop enduring loving relationships with the most important people in their lives. The ability that makes an ethical leader powerful and effective is her/his ability to understand how other people feel. If you do not understand how those who follow you feel, you cannot behave in a way that encourages them to trust you. When I work with oxen that weigh more than 3,000 pounds, I am effective and safe because I have shown the oxen that I am worthy of their trust and respect. With that kind of relationship, I can get the oxen to perform tasks they prefer not to do. Likewise, when you are a full time empathic listener, the people who look to you for leadership will feel comfortable with you.
My goal is to help my executive coaching clients learn how to behave so that "one day their staff will volunteer to complete an assignment that my client would be embarrassed to ask them to do." It is much better for staff to volunteer for such tasks than for those difficult assignments to be given as an order. When a staff member feels good about volunteering to perform a challenge, she/he will do that even when the leader is away on vacation. Your employees do not want to let you down.
I conduct high impact coaching with my clients. We get a lot of work done in a short time. I want to complete my coaching assignments in six to eight months. During that time we might meet on 12 or more occasions, each session at least four hours.
My fee for this service is flexible. I establish a fee with each customer immediately after the first two complimentary sessions. If we are to continue the coaching service, I must be paid twenty percent of the agreed upon fee on the day of the third meeting. I receive another twenty-percent on a date chosen six months from the inception of the agreement. I receive the balance due on the anniversary of the agreement.
I earned a bachelor's degree in economics at UCLA in 1969 and an MBA at UCLA in 1970. I have enjoyed five different careers before I began serving as an executive coach in 1999. By then I had nearly thirty years experience as a leader in various businesses. I love coaching my clients. I know that they will experience significant growth in our work together.
I insist that my clients work as hard as I do as their coach. I design exercises for my clients that appear daunting to them when I first describe what I want them to do. The assignments that I choose are unique for each client. As a coach, I do not offer advice. Instead, I offer suggestions for new behaviors that feel strange even after several weeks of practice. The reason a client benefits from my work is because I shake up their way of being. My clients thrive because they work hard. The harder they work, they more they gain.
My clients come to me because they feel they are stuck. They are stuck because they keep applying the same methods that used to work for them but that no longer are effective. That means it is time to choose new methods. I help my clients to identify some of the behaviors that are no longer working and suggest that my client use another behavior/method the next opportunity. The new behavior will feel strange, that is normal.
My clients notice changes right away. Within the first couple of meetings things begin to change. Most of my clients see progress after the first complimentary four-hour session. When I am with my clients I give them one-hundred percent of my attention. I listen to them with empathy all the time we are together. My clients love for me to listen to them with empathy. After six months of high-impact coaching, my clients are ready to move forward without further intensive coaching. I may continue with spot coaching as requested by my clients for the next six months at no additional cost. Usually, my clients are eager to show they are prepared for the next steps in their lives without further influence from me. You see, I am about developing ethical leaders, not followers. I enjoy hearing reports of successes from my clients as they make their way in their family, employment and community.
I keep mentioning family for a reason. As an ethical coach I am convinced that I must develop enduring loving relationships between my client and his/her family as the first assignment. It would be unethical for me to help my clients improve their leadership roles in their work and to ignore their family. Instead, I use the practical skills my clients practice effectively with their spouse/children/parents as the stepping off point to migrate the same way of being with the people at work. My clients usually complain that the biggest problem they have at work are the incompetent and difficult people they work with, sometimes including their immediate supervisor in that group of problem people. When they learn how to listen to their loved ones I turn their attention to the difficult people at work. The ability to develop enduring , loving relationships work just as well at work as they do with family.
Just as it is unethical to leave your family if you have a disagreement, it is unethical to leave your work merely because of disagreements, especially if you have never listened empathically to the people at work. It could be that the biggest problem you have with people at work is that you FAIL TO LISTEN TO THEM with empathy. They do not trust you because they know you do not listen to them. You cannot fool people about how you listen (or not listen) to them. We know when we are taken seriously by a listener. We know when someone is merely waiting for us to shut up so they can speak, thus they are not listening. The direct way to become an ethical leader in one's home, work, and community is to become a full time empathic listener to every important person in your life that includes your spouse, children, parents, and the people you work with daily.
Philip is an oxen teamster
In 2003, I began volunteer work at the Orange County Fairgrounds as a docent. I escorted kindergarten children and their teachers around the five acre farm. I introduced them to the goats, sheep, cattle, pigs, chickens, and my favorite animals on the farm, our team of oxen.
After a year of this assignment, I devoted my time as a docent to showing children the oxen team. I have been the lead oxen teamster at the Centennial Farm since 2005. Some folks call me the "ox whisperer." When I began at the farm we had the oxen team of Bill and Bob. These two cattle were from a special breed of cattle known as Milking Devon. They were beautiful, strong, and smart.
If you don't stop me, I will tell you stories about my experiences with Bill and Bob until your ears bleed. They were magnificent. Bill in particular was a character and a half. He was always testing the intelligence of the oxen teamsters. Often Bill won the contests. When Bob died in 2007, the Centennial Farm purchased a new team of oxen from a young girl in New Hampshire. She had trained two steers in a 4-H Club, The Yankee Teamsters. I noticed that she had them for sale on the Rural Heritage website (www,ruralheritage.com ). I visited New Hampshire and after test driving nine teams of oxen, selected her 3-year old team named Patches and Freckles. I worked with Patches and Freckles for nearly nine years until the untimely death of Freckles in September 2015. In 2019, Patches is now 15 years old. Fully grown, he stands nearly 6 feet at the shoulder and weighs 3,000. He is magnificent; strong, and smart. In the nearly 16 years that I have worked with oxen, I have enjoyed more than 10,000 hours working them. I believe my work with cattle have made me a better human being, and without doubt they have transformed me into a better executive coach.
Freckles, Patches and me.
Teamster Philip with Bill the ox.
A man who can drive oxen can do anything . . .
Driving a team of oxen requires earning the trust and respect of the animals. Oxen are cattle, that is, bulls or cows, that have been trained to work. Cattle can run almost as fast as a horse. They are excellent jumpers, easily clearing a four foot high barrier. Cattle are as flexible as a dog, and smart as can be. They possess excellent memory of place and persons. Because oxen are prey animals, they are particularly tuned to animals that behave and look like predators. Since humans both behave and look like a predator, attaining the trust and respect of the animals is challenging. However, once gained, you discover that you can easily get the oxen to do as you desire. You become an oxen teamster.
I started working with oxen when I was 56 years young. It was an accident. Now, after fifteen years working with oxen, I cannot imagine life without oxen as a key part of my weekly activities. I am with the Centennial Farm oxen about 1,000 hours every year. I have shown oxen to more than 400,000 kindergarten children in Orange County. At the OC Fair, more than 10,000 fair goers stop at our exhibit each day of the 23-day run of our Fair; that's another 230,000 people each year. I work with the veterinarian when he tends to the oxen. I work with the farrier when he stops by once every four months to tend to their hooves. Now that I have earned the trust and respect of oxen, I use the same model of integrity to develop trusting relationships with people.