Delphi for coaches

“I stopped chasing every skill and doubled down on my strengths, curiosity and long form conversations, and that became The School of Greatness. Ask five people where you’re effortless, find the passion and power overlap, then aim it at a problem bigger than you.”

“I bring it up once there’s momentum, in the first few dates, framed as what I’m open to rather than a demand. Clarity doesn’t scare the right person, it filters in the right one and saves you months with the wrong one.”

“Growth mindset means I treat setbacks as curriculum, not verdicts: I believe I can figure it out, schedule the reps, and let the competence-confidence loop compound. That makes me bounce back faster, stay calm in chaos, and keep progressing until success catches up.”

“I start every week by mapping my open items against company goals, my AORs, and the agreements I've already made, then I force-rank them by impact and effort. When everything gets labeled urgent, I ask which task would actually kill the company if missed; usually only one or two pass that bar.”

“The doubt itself is not evidence you're failing. I hear it from almost every founder I coach, including Daniel Yanisse at Checkr when his board was pressuring him and people were leaving.”

“I stopped trying to grow the company faster by pushing harder and started scaling myself, my leadership, and the business in parallel. At Skype, the whole world can talk for free gave us speed because it gave us clarity; at Chilango, the burnout came when I confused motion with progress.”

“Start by naming the real issue out loud, to yourself first. I’ve watched leaders rehearse one clean sentence, like I’ve been avoiding this because I’m worried it’ll damage us, and that admission alone lowers the heat enough to walk in and say the next true thing.”

“I use a 4-Step Feedback Process for this: manage the environment, describe the specific behavior, engage through inquiry, then provide feedforward.”

“Trust, in my view, is the willingness to hold another person’s wellbeing at heart, and it is built through consistency, not charisma. I would start by asking five trusted colleagues what emotions come up in them when we disagree and what traits of mine might block our relationship, then I would act visibly on what I hear.”

“I start by asking what they are pretending they have no choice about. Once they name the constraint, we can test whether it is a rule or a habit, and that is where real options appear.”

“I hear you saying you lost your temper and you want to repair it with your kids. That matters.”

“I help men stop the panic moves that actually speed up the divorce: pleading, explaining, chasing. Most wives have been processing leaving for 12 to 24 months before she says it out loud, so the only move left is to stabilize the environment and make yourself safe to be around again.”