The Word on Coaching
The Word on Coaching
Season 5 Episode 5: The Word on Coaching - Resistance
Introducing Wendy Addington talking about the word RESISTANCE.
This episode features one of our good friends and fellow coach Wendy Addington.
Wendy works for a fortune 50 company where she is tasked to get results through others while having no authority over them. She also is the founder of Kyle's Crusaders, which is an organization that honors her late son, Kyle, and raises money for childhood cancer research. She is one of those people who not only makes a positive impression but also makes you better from just being around her and benefiting from her generous spirit.
In our conversation with Wendy we talk about resistance - where it comes from, how it may show up, and ways to help other work through it. Wendy has alot of experience using her coaching skills to influence others to achieve results that often surpass expectations. Listen in as Wendy gives us tips on how to lead, coach, and influence without a formal "leadership" title.
Wendy will win you over with her down to earth practical approach to helping people see the benefits of coaching and getting out of their own way.
We hope you enjoy this episode.
Check out our best-selling book The Word on Coaching released on June 14, 2022.
Amazon.com: The Word on Coaching: 9781737643807: Neely, Debby, Auger, Joann, Fuselier, Kevin: Books
Also, please check out quick guide about powerful questions: "Embrace the Power of Questions!" A Quick Reference Guide to Getting the Answers You Need.
Recommended Books in this Podcast Episode:
Amazon.com: Essentialism: The Disciplined Pursuit of Less (Audible Audio Edition): Greg McKeown, Greg McKeown, Random House Audio: Books
The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change: Covey, Stephen R.: 8601419641499: Amazon.com: Books
Right. Hi everybody. Welcome to the Word on Coaching podcast. I'm Debbie, and I'm here with Joanne and Kevin. Hey guys. Hey. Hello everybody. So we are coaches three. We are three friends with years of leadership and coaching experience, and we wanna share our passion with all of you. And our podcasts are for leaders. You don't have to have formal title. That is not necessary. We know a lot of you are out there leading without one. We focus on one word that relates to leadership and coaching. We know leadership is hard, so we and our guests we're gonna give you tips, we're gonna give you information, share our experiences, and we're gonna give you a lot of support. We have your. So today I am super excited. I used the word super. Yes, I am super excited to welcome Wendy Addington. I was thinking about what I wanted to say about Wendy, and I started off by saying, You know, I've known Wendy a long time, and I thought, that doesn't sound good. I thought, No, that sounds awesome, that we have stayed connected for such a long time. Wendy, It's one of my former colleagues, collaborators, most of all, she's, She's my friend. I was remembering when Wendy and I first started working together and I was really scared. I was coming to new, new department and I walked in the first day. And on my desk was a huge flip chart signs welcoming me to the department and Wendy had done that. So that tells you a lot about what kind of person Wendy is. She made me feel very comfortable right from the beginning. And then it was all great from there. So lucky to have her kind and creative heart in my life. She's one of those people that doesn't make you just a better coach and leader. She makes you a better person. That's why I like having her. Wendy's gonna share her experiences today from her work. She works at a Fortune 50 company, and Wendy has the tough job of supporting and coaching independent contractors. So that's why we thought this would be really fun to hear some of Wendy's experiences because guess what? She doesn't have any authority over these individuals. She can't really tell them what to do and say, I'm the boss, and you just do it because I told you to do. She has to use her influence and her coaching skills to get to results. So she's gonna have some great stories to share with us, and I would be completely remiss if I did not mention kind other job, I would say Wendy is Wendy, I call you the Chief Inspiration Officer. She works at a non-profit. Started in non-profit called Kyle's Crusade. I invite you all to check it out. Kyle's crusaders honors her late son Kyle, and it really goes after his wish to find a cure for childhood cancer. And I have to say I've learned a lot from Wendy and her journey there. I just wanna share a couple facts with people just because these are things I didn't know before and I think it's important for people to know. Cancer is the leading cause of death by disease for children in the United. And only 4% of the National Cancer Institute budget goes to childhood cancer research. We need to give it attention. And Wendy has been doing that and she's raised a lot of money. Hopefully she'll tell us how much, a lot of money over the years for childhood cancer. She's doing a lot of good, putting a lot of good into the world there. I'm gonna stop and take a breath. Wendy, what else should we know about you before we get started?
Wendy:Oh my gosh, Debbie. Well thanks for that awesome introduction. Yeah, well, I, I make it short and sweet. I just, I love hanging out with my friends and my family. Hiking, biking, and traveling. I love photography, graphic design, and I've dabbled a little bit in hand lettering. So basically anything creative, I kind of like to dabble in to supplement my day job. I'm one of these people that has a really hard time relaxing, so I have this perpetual to-do list that is always in my head. I'm a natural problem solver and I have a freakish sense of responsibility that can be a curse at times. I've worked for the same company for 32 years and I'm blessed to have met and become friends with so many amazing people. And the three of you that are on this call today, or three of others that I've met through, work, and so it's. It's amazing all these years and these great, great folks that I consider family. And I, I just really wanna make a difference in whatever I do. So I try to put that type of energy into, into everything I do. And I get to work with great people every day and I love what I do for a living. And Debbie mentioned Kyle's crusaders and yeah, it's a. We're very blessed to have a great community to support our cause. And Debbie did a great job of explaining kind of why we're doing what we're doing. And we have raised close to a quarter of a million dollars since 2015 for Kyle's crusaders, for for childhood cancer research. Every little bit we can try to do. You know, I think there, I think that there's a there's a lot of hope for some of the new treatments that they're coming up with, and I know we'll, we'll at least save, save a child's life and would love to see us save them all.
Debby:Maybe we need to change your title to Chief Hope Officer.
Wendy:Chief Hope Officer Hate. I like that. I'm like that. I like that one. Dream I'm happy
Debby:Adopt that. I like. Well, we appreciate you being here tonight, Wendy, and for today's episode, the word is resistance. And it was funny because we did not have any trouble finding this word often. We said, Well, you know, we bounced a lot of different words off of our guests. But as soon as Wendy and I were talking, she's like, I know exactly what I wanna talk about. I want to talk about resistance. So that, that was a no brainer for her. So let's jump into a little bit about resistance and what you guys can learn from that. You guys probably have noticed, cause we do this a lot, but we stress the fact that the word on coaching podcast and the book is for leaders. Whether you have the title or. And we stress that again cuz we know a lot of you don't have the title, but you're out there leading. And Wendy's one of those people. She's had the title, she's not had the title, but she still shows up as a leader in everything that she does. And as I mentioned right now, Wendy, you have to rely on your influence a lot instead of authority to get to results. And one type of resistance that we talk about in our book, the word on coaching, is an intentional refusal to accept something or change a behavior. Will you share with us how has coaching played a role in you getting results through others
Wendy:To narrow it down, I will say that in my work, technology has created a lot of change in a short amount of time and it's human nature cuz I'm like this too that, that folks like to stay in their comfort zone and resist change when it comes out. So, but in the business world, if you don't adopt new technology to get better and, and, and get better faster and meet those ever-changing needs of customers than what's gonna happen, you're gonna fall behind and the competition is gonna pass you by. And changes in processes and procedures is a big deal and it causes a lot of resistance and coaching skills are critical in order to create that environment where folks are willing to make those changes. Like you said earlier, Debbie, I, I work with independent contractors who don't have to do anything I ask them to do, even though I'm responsible for getting results through them, and I'm considered a process coach. So I help others with establishing and implementing processes that will lead them to the results that they want to achieve, but at the same time, meeting company goals. I use my coaching skills really to uncover their specific goals. Help them establish a plan to achieve those goals and remove any obstacles. And I do encounter lots of resistance. That's why it was like the, as soon as we were talking that chapter just like resonated with me because I encounter a lot of it. And I'm working on improving my coaching skills to coach past resistance, so I can't claim that I'm, I'm an expert on the resistance because that was the chapter that spoke to me because I think it's one that I really, really want to get better at.
Kevin:You know, when we're, we are coaching and working with people, there's all different types of resistance that we can face. And one thing I'd like to talk about just in general, has anyone ever been resistant? To being coached. Like they didn't even want you to coach'em. It's like, leave me alone. I don't need a coach. But they really needed a coach. So how did you overcome the resistance and how did you respond to someone who was not receptive to your coaching?
Wendy:I had somebody who, when I was talking with them, they indicated they, they knew they had a gap in their office processes. It was a process for welcoming new customers to their business. We call it an onboarding process, and so they wanted to meet with me and discuss how we could, they could get better results. There was some prep work that this person needed to do prior to our next meeting. So this person agreed, Yes, I understand that. I wanna do this for my, for my office, and I wanna meet with you again, but I know I need to do some, I wanna do this first before we. So the next meeting date arrived and then they asked to reschedule and they said they hadn't done what they had promised to do prior to the meeting. So then we scheduled another date and the same thing happened on that date. They said they just said, I, I just need to change. And then they finally just said, You know what? I need to put this on the back burner for now. And they said, I don't, they don't, I don't really wanna even schedule any more dates or any follow ups until. They needed, They, they wanted to do what they needed to do. And, and they were, I think they were kind of embarrassed. They did not wanna, they didn't wanna meet with me. They didn't wanna, they didn't wanna be coached. They weren't ready to be coached yet. So how I responded, I didn't really know how to respond other than to say, Okay, and tell me when you're ready. And so I feel like I may have missed that, an opportunity to use my coaching skills to probe a little bit deeper into the situation. I did a. I coulda, should've, would've, and I feel like I could've probably focused back on the gap that, that they uncovered and the commitment they made and asked if that had changed, and if so, why. And maybe it was bad timing and other priorities came up. But I also got the vibe that I didn't, I shouldn't be pushing any further, so I didn't.
Debby:That can be a hard one, right? Knowing when to push and. When not to push and helping them go back to, Okay, what motivates them and how do, how do I get them motivated? Sounds like you really have to build trust and have some good relationships in your, in
Wendy:your role. Absolutely. Absolutely. That's key.
Kevin:I'll just think about when people aren't ready to be coached. If you force coaching on them, you'll end up working harder than they. That's what'll happen. They have to be in a place where they're receptive to changing their own behaviors or otherwise you'll be carrying the whole coaching relationship and they'll be rescheduling appointments with you
Wendy:Yep. And we have a kind of saying amongst my peers, it's like we can't want it more than they do. And I think we run into that. Not that we. They don't want it. But I think maybe just from a timing standpoint, we kind of want it faster than than they want. So we have to check that every now and then. Yeah.
JoAnn:I, I have found that oftentimes when people are resistant to coaching is that they have this Definition of coaching, our opinion of coaching. And it's almost like we're coaching you cuz you don't know how to do it. You don't know how to do your job. And it's more of like, they are have a performance issue, right? So they're resistant to that. and I know that the, we've worked hard of changing that perception of coaching that, that, you know, some of the most successful people in the world have coaches and still have coaches. And in changing that perception that it's not about. It's not a performance issue. It's not because you're not doing a good job, although that may be the case, but coaching is not trying to get rid of you or punish you. It's really one of the best tools that. You could be offered to help you grow in the area that you say you wanna grow in. I have found, in fact, I recently had that experience with a a new client who I could tell immediately did not wanna be meeting with me. I just stopped the conversation and, and shared like that. My sense was that there was some resistance and, and this person says, Yeah, they told me I had to, and so we were able to talk through that. And Debbie, to your point, this client didn't know me. So how are they gonna trust me? And building trust quickly with someone becomes, very important in that moment. That was what we talked about. How could I build trust with this person for them to know that I had their best interest in mind. I think two things. One, we need to do a better job of defining coaching, sometimes, especially in the corporate world, and also is build that trust quickly. Wendy, I wanna say this because I don't wanna forget it. It's always considered you one of those natural coaches. I think you just have a natural curiosity about things, which is really important, and I think that's what makes you really good at what you do. I appreciated that about you when we worked together, you this, ability to ask good probing questions that really helped move us forward sometimes as a. So I, I wanna thank you for that. But as I just described resistance on my part, resistance can come in a lot of different ways. It can be subtle pushback or it can be in your face pushback, Right? So can you give us an experience or an example of what resistance has looked like to you and, and how you've responded to those?
Wendy:It comes in all kinds of varieties. Yeah. as you know again, you mentioned that I've had no shows for appointments which could be, may not be resistance, but I, I kind of feel like if somebody's committed to improving some aspect of their business, they would wanna make time to discuss their progress. I've had people cancel appointments repeated. Um, Some are upfront that they didn't do the work and some just give other excuses or no excuse at all. They just cancel. And I've had people avoid me because they know I'm gonna ask them to commit to making some sort of change and they're not used to that. I think in my role, our traditionally we were are problem solve. They would call us to solve a problem they had or, or help'em walk through something or tell them how to do something. And, and, and our role has shifted to more of process coaching. And so now I'm, I'm really trying to, to get them to commit to making a ch a change. And they kind of run from me sometimes when I do that. And. Some of the things that I hear from people when they're, when they're resistant is they, they might say, Well, when I get another person to help out, then I can focus on this. Which could be true. I mean, maybe they do, maybe they're understaffed and they do need some more people. I had you know, somebody told me one time that they had a customer who had a bad experience with this particular program. So now they, that this person doesn't believe. The independent contractor doesn't believe in the program. I've heard him say, When rates get better, I can do this. When rates get better With technology. I've heard someone say the last time the company switched systems, it was disaster and I'm not gonna use it. This, I'm not gonna use this new system cuz I lived through that last mess and I'm not doing it again. I've heard it's too much work. I've heard. I can't track the results. I've heard my team won't do it. I've heard the leads are horrible and. I've also heard if that I, I, if I can't tell if it works, I'm not gonna sign up this year. So those are kind of all examples of things. So I, I encounter a lot of resistance in my, in my job. it's a work in progress with me trying to, trying to, to to change how I'm respond. So that I'm trying to be a better coach and, and I think all the things that you guys mentioned in your, in your chapter, I am, I am working on those so that I don't have these things happen to me as much.
Debby:Yeah. I think when you started hearing excuses and blaming other, Right, those are all red flags that there's some mm-hmm. resistance and there might be an another layer underneath there to something else going on, Right. To coach them. And I have to say Wendy, cause I have so many coach friends that I'm very careful when I say I need help with something because then I know I'm gonna be held accountable by my coach friends. I don't like.
Kevin:was just gonna say shirking from that accountability, we all have those people who we may tend to avoid because we know they have this, the ability to hold us accountable for our behaviors. And when we know we haven't been doing what we should be doing, we kinda shirk and shy away. And that is a form of resistance is avoidance. You know, you avoid'em, you whatever. But you know that you need to embrace and anytime you feel, and I would just say it to the people listening, anytime you feel that necessity, that shy away from interacting with that person who holds you accountable, that's exactly the person you need to engage with. That's exactly the person you need to talk to. And because they have your growth in mind and your growth at heart. So embrace instead of avoid
Wendy:It's a great, great advice. Great advice.
Debby:Wendy, I've seen you be successful in a lot of roles. When you think about things that you've done that helps you. Coaching and, and with people who may, you know, resist coaching, avoid you cuz they know you're a good coach and you're gonna hold them accountable. Will you share with us what are some of the tips that you have for maybe for a new leader starting out or someone that is struggling with this right now? And if you could specifically also talk to what you just mentioned, The mindset shift. Cause I see that as, Something that can really people struggle with, right. Is I'm known as a problem solver and now I don't wanna show up as a problem solver. So can you just give, What are some
Wendy:tips? Yeah, and, and it, that's, it's hard for me as well as for the, folks that I work with because I like problem solving. It kind of gives me a sense of accomplishment. I have to change how I um, interact with others. So that I'm not solving their problems all the time, and it requires me to stop talking more, you know, stop talking, listen better, and ask questions and then be okay with silence. And that's not comfortable for me to do. I'm committed to working on that and um, so that other people can. Can grow and I don't need to solve their problem. They have the skills and the ability to be able to do that themselves. I just need to ask the right questions. But any, some tips as far as overcoming, and I think you mentioned it early on, and I think it's huge, is developing relationships with with people. I've done it. I've seen other people do it where you you have your go, you have things that you're supposed to do for your job. You have goals that you need to meet. With my job, I need to work through other people to get those goals accomplished. Helping other people achieve their goals is getting my goals achieved. If you go into it and you don't have a relationship with the person, there's no trust. And they don't need to do anything that you kind of want them to do. I had one, one person I was working with who, if I kind of came up with something like, Hey, have you tried this and have you tried this new program? And this person resisted pretty much everything that I. Would suggest and anything new that that came from down from the company. So I would go to their office, explain the program, and I'd get a no, I'm not gonna do that. I like how I'm doing it, my, you know, the way I'm currently doing it. And over time, as we got to know each other better and I understood where he was coming from, we could have much more honest conversations. And I was able to use open-ended questions to uncover potential benefits if he used the new program. And then I learned that I really need to let this person think about this for a while. They don't have to do this right away, but I, I mentioned it to him. I think it could help them. I could think I could fill a gap for them. It's an opportunity, but they're not ready. They're not one of these people that will do it right away. I think they kind of need to think about it, and then when it's their idea to implement it, they will. And so I kind of learned through that, through that relationship building with this person that that's kind of how they like to operate. So now, I enlist this person in trying out new things that the company is testing and I ask them them to give me the feedback like, Hey, this just came out. Not too many people are using it yet. I was gonna see if you could give it a try. Let me know your feedback. And so they, they would give me their feedback and they usually found something that they liked about the new process. They might not like the whole system, but they liked something about it that they could, could sink their teeth into. And I believe that, that cultivating that relationship with that person and listening to their concerns and nudging them by asking them questions has ultimately helped overcome their resistance to many of the changes. They're going through. Yeah. I love
JoAnn:that story and that example because you know, what I'm hearing is as a coach, is it is to look for a way to relate to that person, right? Because a lot of times people look at us as coaches that we're trying to change them, you know, working with this person, you recognize things and you actually leverage those things that his own resistance. You, you leveraged it. And I think that that's distinguishes you as a, as a good coach when you can step out of who you are and what the way you would prefer it to be. But how can. Relate to him, How can I use what he already does or the resistance that he has as a leverage? So I, I love that story. And I bet you he doesn't even realize that you leverage that I hope
Wendy:not.
Kevin:It's all about influence. Can you influence and you know, in your role, as I hear you talking about, Job. That's what you are. You know, we live in a world where we think about social media, we think about influencers, quotation marks, but really in the role that you have, your tool is influence. And so you've led with the title and organizations, you lead your own organization. Any tips or advice for people who don't have a title, how they can use their influence and their coaching skills to get people to get the results that they're after? Do you have any advice for those without a title?
Wendy:Yeah, I think a, a couple of things. I mean, make sure your intentions are in the right place when you are working with somebody, you have to check yourself to make sure you keep yourself outta the equation and focus on the other person. I mentioned before, I think it, I think it's huge that don't expect people to trust you if you haven't taken the time to get to know them first. And informal leaders like myself have to rely on others wanting to work with us versus having to work with us, and they don't have to work with me. I want them to work with me, and I feel like I need to invest in building those relat. Getting to know, just like you said, getting to know them, what they care about. I keep notes on spouse's names, significant others' names, pet's names, kid, children's names. I mean, just things that, I do a lot of relationship building. I like to send cards. I know people don't send cards that much anymore, but I, I like to do those types of things to birthday cards and things like that, just to, just to fill relationships because, You know, there's a saying, I think President Roosevelt said, Nobody cares how much you know until they know how much you care. And as an informal leader, I feel like that's one of the ways to influence is first by making sure people know you care about him.
Kevin:I love it being intentional about your intentions. is, you know, and I think when we talk about resistance, I think a lot of times people may resist or have resistance to coaching because they don't know what our intentions are. Like, why are you the person telling me this or. what can you do? And once they understand that your intentions are to help them forward, then I think people are, are more open and receptive to coaching. But I think you're right on. It starts at that of helping them build that relationship and know that your intentions are good for them. Great advice.
Debby:Yeah. I think your, your caring is genuine. Because people can spot that too, right? When it's not so genuine, like you sending a card is so windy, right? Like that's a genuine thing. So I think people have to figure out how to do that caring in their own style. And to me that kind of dries home the point that coaching is not black and white, right? Even though we wrote a book of coaching, it is still not black and white. Like we can tell you, this is how you would coach in every single situation. Because there's people involved and so they're, that, they're that factor that can, can switch things up. So figuring out how to do things in your own way, figuring out what motivates the other person. I like before when you said, you know, sometimes letting people know that they have the skills and abilities, right? So just instilling that confidence in them that they can, do it. So, yeah, I, I think your tips are great, Wendy. You have to have some intention and some thought behind what you're doing and how you're doing it.
JoAnn:I totally agree with all of that. And at the beginning we talked about working with you and alongside you and I shared with, I, I always loved working on the team with you. Especially your curiosity about things and creativeness, which I was al, I'll confess it now. Always a little jealous of your creativity, but I, Hey, I've benefited from it. So see, that's how I've, from your creativity, One thing that I think all of us would agree that have known you for years is that you are a learner. You and we talk about that as coaches is and as leaders we must be continuous learners as coaches and as leaders. And if, and, you know, whoever, whatever job you're doing, whatever you're doing, to have that desire to be a learner. what are some tips you could give people who want to share their knowledge, who, who wanna support others. How would you tell'em to begin that process? What can they do that they could help others become passionate about learning?
Wendy:God, that's a tough, that's a hard one, Joanne. I just think like when you're you're passionate about it yourself. I mean, you find things. For example like if I read a book or something, or an article and I find that it helps me in some way, it helps me either solve a problem I'm having or it helps me become better. I try to keep that in my toolbox and if the opportunity arises where I'm, I'm talking with somebody that has a similar challenge, I try to pull some things outta my toolbox that I might think that might be helpful to them as well. And so from a learning stand, for example, I read a book one time that helped uh, it was about it was called Essentialism. And it was about, you know, how we focus on too many things at one time. You should try to find just some essential things and do them well. And I had someone I work with, it was kind of the same, having the same issues and I said, Oh, I read this book one time. It was, you know, called Essentialism. And they read the book and they made some changes to. You know, the way that they focus on things and to take some things off so that they could be really much better at the things that they did well., that's what I kind of try to do as far as learning. I'm kind of wired that way as far as wanting to learn all the time. So I get really excited if I read something or do something and, and I wanna share it with other people. And that's kind of what happened when I read OL's book because I saw immediate application for myself and also for my team. And I was asked to put together a general coaching session for a team meeting to co-facilitate it. And I was raving about the book and how there were so many takeaways for me, both personally And things that I had, I have like post-it notes all over your book about things that I wanna work on and things that I saw application in my work that I, that I thought that my peers could help. You know, they could help my peers as well. So we actually Asked our manager if, if she could purchase the book for everybody on our team, and she agreed. And so we assigned four chapters out of your book as pre-reading for our upcoming team meeting. It was an in-person meeting. And then we discussed their takeaways on those four chapters, and we had. A crazy great discussion. I mean, it was really robust. Everybody was into it. Everybody had done their pre-work. We had a great discussion and lots of ahas and takeaways. And as a result of that, we're going to be continuing our discussion on coaching and probably delving into some more chapters in the book. Well,
JoAnn:I've got a big smile on my face,
Kevin:That's awesome. That's awesome. That's exactly what we wanted people to do with our book, is to engage with the book. It's just not a cover to cover kinda read. It's something that you can pull it apart. You can talk about this and discuss it and extract it and look at the questions, and so, awesome. Thank you for sharing what you did with, with our book and how you shared it with others. I think that's incredible.
Debby:Yeah. That's also a great example how your passions can be contagious, right? Anyone's passions. I, So me, I love being around learners because you can see that their passion and when they talk about things or they're like, Oh, here's, here's a, I have so many books because so many people are like, Oh, you have to read this book. And I'm like, Oh my gosh, I have, I bet if Amazon could probably, right? They probably give, Let me do a commercial or something because I feel like I'm always buying, like every week I'm buying a new book or something. Right? kind of a thing. So share your passions. I think that's great if you have passion for, for learning, even better. So Wendy, unfortunately, we're coming to the end of our podcast and what we do at the end of all of our podcasts is we ask our guests three questions. So I'm gonna ask those to you. So what's a book that you think a leader coach
Wendy:should read? One of my all time favorites is Seven Habits of Highly Effective People, and there's so many good lessons in that. I say it's like watching Seinfeld. I mean, there's always something you can relate to on a Seinfeld episode. And I think Seven Habits has so many nuggets that, that continue to come up. I mean, I just had a conversation today with somebody about, about the emotional bank account. I mean all the time. There's something that that's relatable from that, from that book that can help you be better, a better leader and a better coach. I was just talking to somebody about, had just gone into They're managing people now and they never had to do that before. And trying to balance, you know, being nice versus being the boss. And, and we, and I, I pulled some, you know, I said, Hey, about the, you know, the emotional bank account from seven Habits and how it's always good to make sure you have more deposits than you have withdrawals. And so it's, that's one of my favorites.
Debby:Yeah, that book has definitely stood the test of time, hasn't it?
JoAnn:One of my favorites, Wendy.
Debby:Wendy, what question have you been asked that gave you pause or made you think a little deeper or
Wendy:differently? I'm sure one of you asked me this question at some point and somebody, I think one of the questions I was asked that made me think deeper, differently is what would happen if you said no. Because I'm somebody that has a hard time saying no, and somebody said that to me one time, Well, what would happen if you said no? And it never really even occurred to me to say no to somebody. So it's, it made me really think differently. Awesome. About what I was afraid of that might happen. Yeah. That's a great
Debby:question. Set some boundaries, right? Mm-hmm. Our last question is, what is your word on
Wendy:coaching? My word is trust, and that's because I, I feel like it all begins with trust and coaching is all about creating that environment. And if somebody trusts you, I feel like you're, you're gonna be much more, a much more successful coach. Absolutely. Great.
Debby:Well, Wendy, Joanne and Kevin, it has been a pleasure having you all here today on the podcast. We wanna thank our audience as always for listening. Check out more of our word on coaching podcasts. Connect with us on the Coaches three Facebook page and check out the word on coaching book. If you haven't already, buy copies for everyone that you know. Great way to share your passion for learning is to buy someone a copy of the. And until next time, everybody, that is the word on coaching.