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Dave had been running his plumbing business for fourteen years. Twelve staff. Solid reputation. Work coming in consistently. From the outside it looked like a success story, because it was. From the inside it felt like being slowly buried alive.
He wasn't struggling with the business. He was struggling with being the only person who carried all of it. Every decision, every risk, every awkward conversation with a supplier, every late payment from a customer, every staff problem that no one else wanted to solve. His wife was supportive but she had her own work. His accountant talked numbers. His mates talked rugby. Nobody talked about the weight of it.
When Dave first sat down with John he said he wasn't sure he needed coaching. He was pretty sure he just needed a holiday. John suggested they spend an hour together first before deciding anything. That hour became a very different kind of conversation than Dave expected. Not a performance review. Not goal-setting. Just someone asking the right questions and actually listening to the answers.
What became clear over the next few sessions was that Dave had been making decisions in near-total isolation for so long that he'd lost confidence in his own judgement. Not because his judgement was poor. His track record said the opposite. It was because there was never anyone to think alongside him. No sounding board. No check. No one who would say "have you considered this?" without an agenda attached.
The coaching sessions became a regular rhythm. Agenda-driven but flexible enough to deal with whatever was genuinely pressing. Sometimes that was a strategic question about whether to take on a second van. Sometimes it was working through how to have a performance conversation with a long-serving staff member he'd been avoiding for months. Sometimes it was simply thinking clearly about a situation that had felt murky and overwhelming until someone else was in the room.
Twelve months in, Dave hadn't changed his business dramatically. What had changed was him. His decisions were clearer. He was less reactive. He'd had two of the hard conversations he'd been putting off for years, and both had gone better than he'd feared. He described the difference simply. He said it felt like having a thinking partner instead of being the only person in the room. For a business owner, that turns out to matter more than almost anything.
Dave had been running his plumbing business for fourteen years. Twelve staff. Solid reputation. Work coming in consistently. From the outside it looked like a success story, because it was. From the inside it felt like being slowly buried alive.
He wasn't struggling with the business. He was struggling with being the only person who carried all of it. Every decision, every risk, every awkward conversation with a supplier, every late payment from a customer, every staff problem that no one else wanted to solve. His wife was supportive but she had her own work. His accountant talked numbers. His mates talked rugby. Nobody talked about the weight of it.
When Dave first sat down with John he said he wasn't sure he needed coaching. He was pretty sure he just needed a holiday. John suggested they spend an hour together first before deciding anything. That hour became a very different kind of conversation than Dave expected. Not a performance review. Not goal-setting. Just someone asking the right questions and actually listening to the answers.
What became clear over the next few sessions was that Dave had been making decisions in near-total isolation for so long that he'd lost confidence in his own judgement. Not because his judgement was poor. His track record said the opposite. It was because there was never anyone to think alongside him. No sounding board. No check. No one who would say "have you considered this?" without an agenda attached.
The coaching sessions became a regular rhythm. Agenda-driven but flexible enough to deal with whatever was genuinely pressing. Sometimes that was a strategic question about whether to take on a second van. Sometimes it was working through how to have a performance conversation with a long-serving staff member he'd been avoiding for months. Sometimes it was simply thinking clearly about a situation that had felt murky and overwhelming until someone else was in the room.
Twelve months in, Dave hadn't changed his business dramatically. What had changed was him. His decisions were clearer. He was less reactive. He'd had two of the hard conversations he'd been putting off for years, and both had gone better than he'd feared. He described the difference simply. He said it felt like having a thinking partner instead of being the only person in the room. For a business owner, that turns out to matter more than almost anything.