3 Reasons most people give up on Success

For others it’s all about appreciation, making a difference and creating change.

As coaches we’re in the small group of people who get the chance to have both.

We have the skill and expertise to help literally hundreds of people combined with the commercial reality that what we know is in really high demand.

Coaching is about helping people step into their dreams. But what about your dreams?

Here are my top three reasons that most people give up on success.

#1 They realise Success is hard work!

People often say they want success.

Then along the way they realise it takes consistency, discipline & often doing things they don’t want to do.

This old saying is still true – “If it was easy then everyone would be doing it…” Success is earned not given and if you want it then you need to be prepared to fight for it.

#2 They try to figure it all out alone

Successful people are often surrounded by successful people.

Stick with your mentors. Follow the people that have the results you want.

If someone else has a successful strategy then model what they do and expect the same results.

Be open and vulnerable with the people closest to you. You’ll need them the most on your journey to success.

#3 They feel the Fear

If there's anything that can truly freeze a person in their tracks and stop them from ever achieving the success they deserve its fear.

Fear is designed to protect us. It’s designed to help us stop and think before making a decision.

But once you’ve made a decision there’s no room left for fear. You have to step forward, stick by your decisions and follow your actions through to the outcome.

Remember if your definition of Success is true, then these three roadblocks will never stand in your way.

They are definitely obstacles, but with a big enough “reason WHY” they should be easy to navigate around.

#Besides that, the study includes a number of other key conclusions and implications for the coaching industry:

Coaching is utilised effectively by a variety of organisations, but the extent to which it is used varies widely.
The use of coaching has evolved over time indicating that there was no specific event that initiated the use of coaching in organisations.
Most organisations take advantage of ‘hybrid’ model, using both internal and external coaches. Some exceptions lie with a small number of large global organisations who used external coaches only.
Organisations look at coaches’ reputations and recommendations when making hiring decisions.
Credentials, certification, accreditation and academic background were important to some organisations when choosing the ‘right’ coach, but not to all. These factors were treated as an advantage towards the deciding factor.
Coaching yields a host of positive organisational impacts, including leadership development and performance, increased levels of employee engagement, reduced attrition and improved teamwork.
Although organisations use tools such as 360-degree feedback assessments and employee surveys to measure coaching impacts, formally assessing and quantifying the return on investment and success of coaching remains a challenge.

Hiring a coach is a significant investment of both time and money, so an important first step is to determine whether your organisation is ready to commit to coaching at this time. Whether your organisation develops a comprehensive, in-house coaching program or contracts external coaches on a temporary basis, coaching is growing and being implemented throughout organisations globally.