Dear Therapist, Have you Considered Coaching
Erica Kesse
Dear Therapist, Have you Considered Coaching
Dear Therapist, Have you considered Coaching?
Here are 5 signs to consider being a coach if you are a mental health counselor:
- You are passionate about helping others. If you find yourself wanting to help others reach their full potential, then coaching may be the right career for you. Coaches help people set goals, develop strategies to achieve those goals, and overcome obstacles.
- You are a good listener. Coaching is all about listening to others and helping them to find their own answers. If you are a good listener and can help others to feel heard, then coaching may be a good fit for you.
- You are a good communicator. Coaching is about communicating effectively with others. If you are able to communicate clearly and concisely, then coaching may be a good fit for you.
- You are a good problem solver. Coaching is about helping others to solve problems. If you are able to think critically and come up with creative solutions, then coaching may be a good fit for you.
- You are a good motivator. Coaching is about motivating others to take action. If you are able to inspire and encourage others, then coaching may be a good fit for you.
If you are interested in becoming a coach, there are a few things you can do to prepare. First, you should get certified as a coach. There are many different certification programs available, so you can find one that fits your needs. Consider the Corporate Xcape Coaching Certification program founded by a fellow therapist because leaning into coaching created the life of her dream. Second, you should develop your coaching skills. There are many books and online resources that can help you develop your coaching skills. Finally, you should build your network. Feel free to connect with me to learn of coaching groups and resources that I would love to share. Attend coaching conferences and workshops, and connect with other coaches online.
You didn’t start your business to become a mechanic. You started it to be a visionary. Yet, lately, you find yourself exhausted, second-guessing your intuition, and feeling like the entire weight of the company is resting on your shoulders. In my work with leaders, I call this "Strategic Floundering." It’s that heavy, tight feeling in your chest when you realize that despite the long hours, the view from the summit isn't getting any closer. Here is the truth most consultants miss: You don’t have a productivity problem. You have a configuration problem. To reach your Vision (The Horizon), you need a high-performance Mission (The Vehicle). Your Vision is the emotional "Why." Your Mission is the operational "How." If the vehicle is broken—missing tires, no fuel, or a seized engine—it doesn't matter how hard you stare at the horizon. You aren't going anywhere. When your Mission is vague, you pay the "Ambiguity Tax." This isn't a line item on your P&L, but it is your most expensive cost. The First-Order Effect: You jump in to fix every small problem. The Second-Order Effect: Y our best people stop thinking for themselves because they know you’ll take over. You accidentally turn "A-Players" into "order-takers." This creates a Ghost Engine where your personal health and sleep are the only things keeping the company moving. This isn't a business; it's a cage. Real leadership isn't just a head game. To stop pushing the car and start driving it, you must achieve Vertical Integration: The Head (Mind): Does the Mission make logical sense? Does every service have its own tires (budget and staff)? The Heart: Does this work still feed your soul, or have you abandoned your values for growth? The Gut: Do you t rust your own intuition, or are you ignoring the "check engine" light in your stomach? When these three are aligned, the friction disappears. You move from being a worker in your business to being the Commander of your legacy. You can keep pushing the car until you burn out, or you can pull over and fix the engine.
Why do successful CEOs still feel like they are floundering? Discover how the conflict between your gut and spreadsheet impacts your leadership and mental health
Why can a CEO work 80 hours a week on a passion project and feel energized, but 40 hours on a meaningless task feels draining? The answer lies in Purpose . Research shows that connecting work to a higher Mission is one of the strongest buffers against burnout. If you are worried about the mental health of your leadership team, look at your Mission statement first. The "Why" Matters More Than the "What" "Quiet quitting" and executive burnout often stem from a sense of futility. Weak Mission: "We want to increase Q3 profits." (High stress, low fulfillment). Strong Mission: "We exist to save our home planet." (Patagonia). (High effort, high fulfillment). Leadership Resilience For a CEO, the Mission is the fuel tank. When times get tough, profit goals won't keep you warm. Only a deep belief in why you exist can sustain your wellbeing through a crisis.