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Scalable coaching is the goal.

No one wants to get stuck one-on-one coaching forever. Even if you have a few clients that you enjoy, eventually you’ll run into an income ceiling.

So the next step in the process for most people is group coaching. When you work with multiple clients at a time and take them through a similar journey, you can scale.

The problem is that most group coaching programs suck.

I’ll be the one to step out on a limb here. It’s controversial and no one wants to hear it, but group coaching has been the biggest black eye in the coaching industry.

Coaching often looks bad now to others and bad coaches actually do harm to clients.

So much so, that many coaches feel they just can’t risk it anymore.

And they get stuck not knowing how to create scalable coaching.

But the problem is with the model. The problem is with the design.

That’s why I want to talk about design principles in your program.  A lot of you are working on building your high ticket programs right now. You are designing what’s going to be in those programs and I’ve noticed an area where people don’t spend a lot of time thinking it through. 

Scalable coaching focuses on action.

They say, “Well I’m going to write down what I’m going to teach and then we’ll just have calls and we’ll just kind of go from there,” and then they fall back on their ability to coach. They think, “Okay, well all I need to do is really get people on a call because I can help them through. I can help them push through this issue.” 

However,  the number one issue,  for a High-Ticket Program that’s going to be successful, is going to be focused on getting customer results. And results happen when tasks are performed.

More on designing High-Ticket Programs here.

So the number one design principle here is tasks. When you design a program you need to start with what the tasks are. Every single service business and outcome for your client is designed around your ability to have them execute tasks. Either they’re going to execute the task or you’re going to execute the task. That’s it. It’s just a set of tasks. 

Every service outcome is simply a set of tasks. Which means you need to design those first. 

Task-First Design is the Key to Scalable Coaching

What are the tasks that you’re going to outline? The trap that most entrepreneurs fall into is designing around what you’re going to teach, which isn’t the issue. Service businesses are not instructional areas. 

You are not a university. You are not a teacher. You’re a service provider. 

There may be skills that your client needs to learn in order to execute a task, but that is very different than building an entire program around the idea of teaching.

So the number one design principle is not what you’re going to teach, but literally what is your client going to do? 

So start with task orientation. 

How to Design Your Task List

Write the tasks down in order, go front to back and then go back to front. Go through, make sure that you’ve thought of everything that they need to do. Don’t add in extra stuff. One of the nice things about having a task orientation to your design is you’re probably not going to throw in busy work for them.

If you think about just teaching, you might throw in extra lessons because it’s cool to teach all these new things that they don’t need. And extras and bonuses won’t lead you to scalable coaching. They’ll just keep your clients distracted and off track. But in task orientation, you’re probably going to keep it slim and streamlined. Just focus on the things they need to do. 

Start with the tasks. As you build that list of tasks, you’re going to just go back to front. This is a really important way of making sure that all of the tasks lead to where you want to go. So keeping your outcome in mind, keeping the thing that you want to create for your client in mind, go backwards through the task list. So, if this is where they need to be, they will have had to do this to get there.

Let’s say you’re a business coach and you want to make sure that your mentees are signing up five clients. In order to sign up five clients, they need to have 15 sales calls. So 15 sales calls is the task. From there, determine what they have to do in order to get 15 sales calls? They’re going to probably have to make around 30  invitations to people. So another task will be 30 invitations to people. So as you continue to walk backwards through the task list, you can make sure you’ve covered all the bases because you don’t want to leave any holes.

Think about your task list as the rope bridge that goes across a chasm. You want to make sure that every single board is in there and it’s tight and fit, with no holes, your client doesn’t have to jump over something big and you just go through and list the tasks. 

That is the number one thing, tasks. Once you’ve defined the tasks and are comfortable with that task list, then and only then are you going to look now at what you teach in order for your client to do the task. 

So you look at every task and say, “Okay, what skill does my client need to learn in order to do this task?” That gives you now what you need to teach. That gives you the video lesson that you’re going to create or the live call you’re going to hold, but don’t start with that. Make that be the secondary thing. The task is the most important.

Why Tasks Ensure Scalable Coaching

In order to have a scalable coaching offering, you need repeatability. Coaching, in and of itself, isn’t repeatable. Everyone is different. Everyone needs something just a little extra.

But tasks are repeatable. You define it. It has a set beginning and end. It has a defined outcome. It is repeatable.

Getting your clients all on the same page means they’ll be executing the same steps over and over.

It keeps you and your client on task (pun intended.)

Once you know what your client needs to do, you can create the processes, training, and staffing necessary to do it 10 times, 50 times, even 1000s of times over.

But if you start with teaching, your clients won’t get outcomes and your group coaching program will fail. Scalablility won’t be your program.

And if you keep on mentoring and dealing with clients one-on-one, you’ll never grow past the mid 6-figures.

Take a look at your current coaching – whether it’s a one-on-one practice or a group program. What are the tasks? List them out. Are you missing any? What changes can you make that will improve your group program? And what will be the skeleton you can fill in to create a group program if you don’t have one yet?

Solve that problem, and you’ll be on your way to scalable coaching.