Blackwell’s approach to coaching has two basic components—insight support and skills development:

First, he uses “thinking tools” as a way to help clients self-diagnose and develop creative solutions to a challenge. Says Blackwell, “The irony of coaching people on performance is that the answers lies within them, but they don’t know how to elicit them. They look outside for the answer, sometimes to a coach, when my job is to help them look inside themselves.”

Second, he uses process planning and best practices for improving efficiency and effectiveness. Once things have become clear internally, the next step involves developing and committing to new processes and practices. A written component is essential. “There’s something magical about reducing intentions to writing,” according to Blackwell. “It creates immediate accountability and is a prerequisite to changing behavior.” Blackwell’s clients use a weekly planner he’s developed that lists the projects on their to-do list, identifies the three most critical results for the week, and records progress and why it matters. This last bit—why it matters—is important because, in Greg’s words, it “adds meaning to action.” When people can’t quite remember why they’re doing something, they lose interest and go on automatic pilot.

Greg also has an arsenal of specialized modules he uses to address widespread issues and challenges. One (“Great Questions”) starts with five types of questions a salesperson can ask, and goes from there to helping the client learn how to elicit information that will enable them to close more business. Another module (“Working Networking Events”) offers a three-step process for networking an event so the client feels comfortable, confident and able to walk away with great prospects.