Aug. 26, 2025
What it really takes to be a COACH: The unseen lessons from John Gallagher
💬 “Coaching isn’t about telling people what to do. It’s about helping them discover who they are.” I joined Chris Welton on his One Hand at a Time podcast to share my journey, my philosophy, and the lessons that shaped me. 💡 Watch the full episode: https://www.youtube.com/watch?v=Mvs845WfMwA&list=PLSZaf6sCskkYPNTSxWxLMot7IkXiSyNCp&index=5 ✅ Want the full story? Watch now and start building the mindset of an Uncommon Leader. 🔗 Chris Welton: https://chriswelton.live/ 🔗 John Gallag...
💬 “Coaching isn’t about telling people what to do. It’s about helping them discover who they are.”
I joined Chris Welton on his One Hand at a Time podcast to share my journey, my philosophy, and the lessons that shaped me.
đź’ˇ Watch the full episode:Â https://www.youtube.com/watch?v=Mvs845WfMwA&list=PLSZaf6sCskkYPNTSxWxLMot7IkXiSyNCp&index=5
âś… Want the full story? Watch now and start building the mindset of an Uncommon Leader.
đź”— Chris Welton: https://chriswelton.live/
đź”— John Gallagher: https://coachjohngallagher.com/
#LeadershipPodcast #CoachingWisdom #JohnGallagher #ChrisWelton #UncommonLeader
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Connect with me
00:00 - CEOs Promoted But Not Prepared
05:42 - Making the Jump to Full-Time Coaching
09:27 - The Value of Spousal Support
16:15 - One-on-One vs Group Coaching Models
19:13 - Bridging the Leadership Gap
21:54 - Setting Standards and Accountability
26:41 - Firing Clients and Setting Expectations
29:50 - Why Coaches Need Their Own Coaches
32:01 - Building Valuable Connections and Relationships
WEBVTT
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CEOs that are generally promoted to CEO position are not ready to be CEOs.
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They've been the best physician, they've been the best manager and oftentimes they're promoted into position they're just not ready for, and so one of the things that you're talking about with regards to that gap, frankly, one of the gaps is their leadership lid that they have on themselves.
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Welcome to the One Hand at a Time podcast.
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I'm your host, chris Welton.
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I've got a special guest for you today.
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I have coach John Gallagher.
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I cannot wait for him to get into his story behind coaching, what he's super passionate about and just the state of the coaching industry right now.
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I feel like everybody has the title coach on their business card and on LinkedIn and everywhere else.
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Here I'm a guy who just jumped out of my big corporate job to go coaching full-time, so I guess that we can deconstruct that.
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As my wife would say, let's just go deep here, john.
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Welcome to the show, chris.
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I appreciate you having me on the show.
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Let me start out by saying it's a great opportunity and I appreciate you investing the time with me.
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Some of the things you've got going on, as I've read, you've got a book coming out.
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Obviously, the One Hand at a Time podcast is making a difference.
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Some of the guests that you have on there really make a difference in the effort and discipline you're putting in to make this happen.
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It's pretty powerful.
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I know you're making an impact, so that's really cool and thanks for letting me be a small part of it.
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You mentioned that about coaching.
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I think it's so funny, just as a story, to go along with that.
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So I was looking for johngallaghercom and when I went to buy that domain about three years ago, when I decided to go into this thing on my own after leaving the corporate world myself, is that there was a DJ in Pittsburgh, pennsylvania, and he didn't have any desire to sell his domain to me.
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So I had exactly what I wanted to do.
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I didn't know if I wanted to be the John Gallagher and I ended up settling on Coach John Gallagher.
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And then I go and do the Google search and there is a Coach John Gallagher in college basketball as well, so I still can't get on the first page of the tour, but coaching can be something that's fun to talk about.
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It's very rewarding and it's something that you're exactly right, I am pretty passionate about.
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So I'm looking forward to our conversation today.
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Yeah, you know, it's like I said in the intro.
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There is that the term coaching has just become something that I feel a lot of people are jumping into, maybe for the wrong reasons, I don't know.
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I mean, I'll kind of break down my decision to go and then we can kind of figure out what yours was.
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To leave that job and for me, I had felt I reached the most people I could impact on that scale was in the company I was at.
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And to continue impacting more lives, which is what I really thrive on, I had to leave.
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I had to move on from that position where I was at for seven and a half years and go chase my dream to do something different.
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And then and it's so funny because then I see an article from Renee Rodriguez, who's a personal friend of mine he was talking about how be careful.
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There's so many people out there that call themselves coach and they really don't know what they're doing and they're not specialized in certain areas.
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So the first thing I thought was did Renee write that for me?
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You know, because that's just how your brain works, right?
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I know that's the the case.
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I've talked to this multiple times, but I was like Renee, are you trying to tell me something, but what's your take on that?
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I mean, what took you from corporate America to coach?
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And then what do you feel the state of the coaching industry is right now?
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Sure, well, you think about my journey and I'd love to say that it was that I just had wanting to impact more and decided to jump In this case.
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For me, it was something that was a push and it's something that I've learned over time.
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So, covid, I worked for a large company for a time, did coaching and consulting so again, you want to start getting in a conversation the difference between coach, consultant and mentor and all those things but I was doing coaching at a large, a big 10 company as going forward.
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We were a face-to-face consulting company and I found myself doing coaching, if you will, on the side.
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Coaching to me was ultimately taking people to a place from a leadership standpoint in my space that they weren't really willing to go to on their own.
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We've got a podcast called the Uncommon Leader Podcast, so it was that uncommon component of they were a good coach today, but to be a great leader, they really needed to challenge themselves and go forward.
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Well, once our business was face-to-face for so long, covid hit back in 2020.
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I was consulting in the healthcare space and we couldn't go face-to-face anymore.
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We couldn't get into hospitals, we couldn't get into clinics, and so our organization rode that out for a little while.
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It got to the point where I'd been sitting at home for four or five months and those big companies are not going to employ you if you're not generating revenue.
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And so they gave me a runway.
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And the idea behind coaching interestingly enough, in the model that I use is that you start off with a dream, and I had a dream I shared with a couple of bosses about 10 years prior to that and said I'd really like to use this model in terms of coaching to impact others, to listen to people, to develop their soft skills, to go along with what was really important from a business standpoint, to go forward.
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And at that time that boss said, hey, that's probably a good thing, but it's probably not going to work here.
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And I got sucked into big company security.
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I was nervous.
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I didn't want to jump and lose that health insurance and lose that regular salary that was there and all those different components Until, frankly, I was given the boot and had to make a decision whether or not I wanted to get back into corporate America in a different side or really trust what my dream was and make a decision to go forward.
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That was something I had to do.
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I had a long discussion with my wife and said we're going to go try this out.
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I felt like I had enough relationships in the space that you're working in.
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I think that's a great big part of what happens with regards to being successful at coaching is what are those relationships that you already built?
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Who's going to be able to introduce you to others that are going to help you to make a difference, chris, and I think that's the power of what's happening.
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I think I've seen many guests on your show and you and I follow the same influencers for the most part, and you get to call a few of those guys friends where I'm just getting to know them the John Gordons and the Ben Newmans and the Ed Myles of the world.
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Those are the folks that really talk about the power of one more and having confidence and attacking the process, all those different components that it took an influence like that and really say I was ready to try that out on my own, to have support for my wife as well, to get that going, and we made that happen.
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That's been three years and I got to tell you I appreciate it more on that entrepreneurial side than I ever thought I would in terms of being out on my own, the freedom that is, the ability to set your own schedule and to work with the people that you want to work with.
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It's been really cool.
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Now, again, I don't know if I've specifically answered your question about coaching, but ultimately that's how I ended up going through it.
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Well, you definitely answered the question, but gave me more opportunities to come up with more questions as my brain works.
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That's just how my brain works, right?
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That's how these conversations work really well, absolutely.
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So that's the great thing about my show is I literally have no questions written down.
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I don't look at that stuff and if somebody doesn't like it they can always disconnect and we can move on to the next show.
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So I'm not a controversial guy, so I'm not going to ask you political parties or anything like that.
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I do want to get into the importance of the decisions that are made because of your spouse, right Like.
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So my wife and when I came to her a year ago and I said you know, I think I want to leave my job and become a full-time coach and I want to speak and I want to run my podcast and she has been the one who's like on board the whole time, the whole time literally said to me, if we had to live under a bridge to make this work, that's what I would do.
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So without that, if someone's looking on this, listening to this call, and they're thinking about leaving their cushy type of corporate job or whatever, make sure you've got a support system.
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If your spouse is not on board, you might want to rethink those things through, because that could be a catalyst for something somewhere.
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And my wife's like look, everything that you really put your heart into Chris.
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You've been able to succeed at some level.
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So what's this look like?
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And we spelled it out.
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We looked at it.
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We weren't sure what the right time was going to be.
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And as I was meeting with a group of guys in Las Vegas recently, we're sitting at a table and I'm talking about the stuff I was able to accomplish doing this 20% of the time.
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And when I got back from Las Vegas I said, babe, I'm going to resign tomorrow and there we go.
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So here we are right.
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So I'm out here doing this now and I'm fresh out on the market full time.
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But I want to get back to the corporate America piece.
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John, it's like you and I both worked in that area and in good jobs.
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That's not like we were in the mailroom nothing wrong with the mailroom but it's not like we were in a mailroom position.
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We had nice, successful careers.
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But how powerful is it now that you can say you can't, like nobody tells me what I'm worth.
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I can figure out what I'm worth now.
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Can you break for me how that feels?
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Chris.
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I love that.
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It even goes into a meme that I had a friend that shared with me just two days ago, I believe, and it was funny as he shared through.
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It was like most corporations today are not necessarily interested, if you will, in you building your personal brand and having a personal impact.
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Okay, so they talk about things like share what you learn, share what you're an expert at, and things like that, but ultimately what that really means is share their latest post on LinkedIn so that folks know you work for that company.
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I just finished reading a book called the Authority Advantages Forbes book written by a couple of guys from Forbes who talked about that that people have confidence in more of a name today in terms of the industry and what's happening inside of that industry than they do in a company, and I think again, that comes back to that relationship piece that I'm talking about.
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The story that I had.
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I had a podcast when I was with this company before I had another guy, a doctor, that I interviewed with and we did a segment.
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We were purchased by a large company that said, yeah, you can keep doing the podcast, but we need to review everything you say first before you can go and be in there, and so you're exactly right.
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It's not about talking politics or faith, which is very important to me as well, but it is having that freedom to really share your story and get to work with the individuals that you want to work with.
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Absolutely.
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When I look at the opportunity that presents itself in the coaching arena right the impact I can have on people's lives and not thinking about the money portion of I'm not chasing dollars, that's not what I'm interested in doing, but I also know what my value is now.
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My value will continue to increase based off of my results.
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So the more people's lives I change, the more results are driven and therefore that you can monetize that to a higher level.
00:10:01.788 --> 00:10:04.539
So I'm curious do you do just one-on-one coaching?
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Are you doing group coaching?
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What does that look like?
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The primary business model that I have is one-on-one coaching, but what I really thrive around is working with an organization on deploying their strategic plan, with the initiative.
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So when I think about the problem I solve whether it's with the organizations that I'm consulting with, advising them on the work that they're doing, or individuals that I'm one-on-one coaching ultimately it's underperformance, that they're not quite getting out of their business, whether they're an entrepreneur or their life.
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Frankly, in terms of the different types of individuals that I coach, it's not agnostic that they would if they had someone that would challenge them, that would hold them accountable, that would get them to think differently about who they are today.
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And I think when I look at that one-on-one coaching model, that's really what it's about for me.
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You mentioned impact.
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You mentioned not being about the money.
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The money will take care of itself and we can talk about that and you'll get paid for the value they provide when you change lives.
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I listened to a guy who actually one of the very first times I got introduced to Ed Mylett on a podcast, I was listening to Rory Vaden and you've heard Ed say this, but Rory said hey, you're most powerfully positioned to help the person that you used to be, and when you can stay focused on those individuals that you used to be in your journey from a leadership standpoint, you're going to get more, and the most powerful referral that you can get is a changed life that someone starts to talk about.
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Last thing I'll say on that topic I call my coaching model the greatest story ever told, whether it's business or whether it's an individual.
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And that greatest story ever told to me the way I think about it from an impact standpoint is when someone is asked in the future to write down the name of five people who've had a positive impact on your life, that someone writes your name on their list as someone who's made a difference in their life and you don't even know about it as their coach.
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You don't need to know about it.
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All you need to know is that that's the greatest story ever told, when someone writes your name on their list.
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That's so good.
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I absolutely love that, and I'm doing some work with a guy named Taki Moore, and I don't know if you know who Taki Moore is or not, but anybody that's on here that's in the coaching industry should look him up.
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He helps coaches grow their business and their platforms on the group coaching level, which is something I'm really starting to focus more on because it's more scalable to impact more lives.
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That's the direction I'm going.
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But let's go back to what you're talking about working inside corporations or companies that bring people in like us.
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The biggest gap there is and I call this gap coaching is the gap between leadership in most companies and their performers.
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They think that they're on the same page, but they're not, and I know this because I just left this type of role.
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I was the intermediary between the two leaders in the company.
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I was a leader, but I was with all the salespeople, right, so I spoke their language more on a daily basis than the owners of the company did.
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That's just how it worked.
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I was just there.
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More hands on more than they were.
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Nothing against them, but that's just how it works.
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So that just made me think.
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Also, it's like John.
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There's so many companies out there that need somebody like us to come in and close that gap right, build a bridge, accountability just different things.
00:13:06.490 --> 00:13:12.995
And what I know for sure is is when you help these grow with their sales, they'll pay you whatever it takes.
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I used to do consulting in some different special events in the car industry and they would pay me astronomical amounts of money to be there for five days because I would change the mindset of everything that they're doing.
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What is your take on that?
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As far as that gap, when you go into these companies and it's so simple to me because it's such a breakdown in communication but are you feeling the same way when you go into these companies to help out?
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I think, chris, there's no doubt about it, Whether it's in the healthcare industry, which I've worked at for a while, and the CEOs that are generally promoted to CEO position are not ready to be CEOs.
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They've been the best physician, they've been the best manager, and oftentimes they're promoted into position they're just not ready for.
00:13:48.530 --> 00:13:55.780
And so one of the things that you're talking about with regards to that gap, frankly one of the gaps is their leadership lid that they have on themselves.
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They've worked really hard to get where they are.
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They've performed, they've been the top performers, but they haven't had to be a leader and develop others to be successful in the business.
00:14:06.028 --> 00:14:12.388
And so one of the things that I identify for them really quickly is that this business, it's the hit by the bus rule.
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If you get hit by the bus tomorrow, what's going to happen to this business?
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And if it's going to fail, then you're not leading this company, you're not developing the people that need to be led.
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So how I end up working with the teams not necessarily as team coaching, although I do have some module coaching on different tools, but I'll coach the top leader of the organization on where their gaps are and then I'll coach their leaders as well, and so that there's a to your point, a bridge between the two that they understand.
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There's confidentiality in all the coaching that's done, but there's a consistency in the approach that's being taught.
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So it's not one leader learning in a silo, it's a leadership team learning a set of tools together to be successful.
00:14:52.350 --> 00:14:55.523
Look, you're exactly right what got us here won't get us there.
00:14:55.602 --> 00:15:00.312
Many times we work with smaller organizations, especially when we're a smaller coach getting started out.
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We're probably not going to coach the top 50 companies in the organization.
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We might coach one of their individuals because of relationship, but we're coaching people who have built a company over us.
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They might be a second generation or a third generation owner that have absolutely worked their tails off to make things happen and they're looking to retire, but they can't leave okay, because they haven't developed the people that are ready to run the business.
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So I spend a significant amount of time working with leaders to get out of working so much in the business and work on the business and developing their people so that those others can make that happen and they can go out if they want to and buy a yacht or whatever they want to do, or play golf whatever they want to and not worry about whether or not the business is going to be right.
00:15:40.095 --> 00:15:43.686
Yeah, I'm a big fan of working on the business and not in it.
00:15:43.686 --> 00:15:45.748
Today I spent about four hours working on my coaching business and not in it.
00:15:45.748 --> 00:15:45.869
Today.
00:15:45.869 --> 00:15:48.282
I spent about four hours working on my coaching business and not in it.
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I had zero clients today to meet with, so I literally spent multiple hours mapping out some strategies that I'm working on.
00:15:55.082 --> 00:15:57.488
So I love that.
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I like to use the analogy when I'm talking to corporations and companies that are looking at me in when they bring in somebody new into a CEO role or whatever.
00:16:06.326 --> 00:16:08.038
It's just like in football.
00:16:08.038 --> 00:16:09.503
I'm a huge football fan, right.
00:16:09.503 --> 00:16:10.986
So they bring in a head coach.
00:16:10.986 --> 00:16:12.980
What does a head coach need?
00:16:12.980 --> 00:16:21.467
Head coach needs an offensive coordinator, defense coordinator, special teams linebacker, coach, wide receiver, like all these other coaches underneath him.
00:16:21.995 --> 00:16:25.423
A head coach is not normally the people person to the players.
00:16:25.423 --> 00:16:28.719
He's not, and I think that's where it's lost in companies.
00:16:28.719 --> 00:16:30.583
I'm the CEO, listen to me.
00:16:30.583 --> 00:16:37.368
Well, they want they're more related or feel more relatable to the guy who's just once or twice removed from the CEO, right?
00:16:37.368 --> 00:16:46.285
And then you get CEOs who have that problem of well, I don't want to coach up this guy, this guy too much, because he may take my job or he may leave.
00:16:46.285 --> 00:16:50.765
It's the most absurd thing in the world is why wouldn't you overtrain everybody?
00:16:50.765 --> 00:16:52.380
And if they leave, they leave.
00:16:52.380 --> 00:16:56.774
I'm not going to keep anybody around who doesn't want to be part of that growth and that training.
00:16:56.774 --> 00:16:57.960
So I love that.
00:16:57.960 --> 00:17:08.680
When I have a conversation with somebody who's an owner of a company or a high-level individual, let's talk about the breakdown in communication, and most people are football fans so I can have that conversation with them.
00:17:08.680 --> 00:17:11.362
I'm sure as I expand, they're not going to be football fans.
00:17:11.362 --> 00:17:16.306
They have to understand you know football, oh, football right yeah.
00:17:16.665 --> 00:17:18.007
But it's still the same.
00:17:18.007 --> 00:17:19.708
It's still a coaching tree, right.
00:17:19.708 --> 00:17:29.929
It's still supporting people and understanding that I can't be the end-all, be-all as a CEO of a company, and I think that's where most CEOs fail, because they want to be friends and do this with everybody.
00:17:29.929 --> 00:17:34.402
But you're not relatable to the guy who's making $50,000 a year.
00:17:34.402 --> 00:17:39.142
You're not relatable to him as much as you want to try, you're not, so you have to have those other people in there.
00:17:39.142 --> 00:17:41.837
Do you see the same thing when you deal with?
00:17:41.837 --> 00:17:46.967
You've got to try to help that growth pattern or come up with a coaching tree internally to do that.
00:17:47.448 --> 00:17:48.790
I absolutely do, chris.
00:17:48.790 --> 00:17:56.122
I mean you know, to stay along that football analogy, lou Holtz would say I mean you got to have, there's no doubt about it, the leader has got to be really strong.
00:17:56.122 --> 00:18:00.576
But he's not going to be a very good leader very long if he doesn't have good players and good coaches.
00:18:00.576 --> 00:18:10.111
Okay, good coaches can kind of win a couple games, but great coaches Look at the tree you mentioned Nick Saban's tree in terms of the coaches that continue to get promoted out of there.
00:18:10.595 --> 00:18:23.590
Now, I do believe you have to be able to connect with the people at all levels and be able to, in essence, manage by walking around and let them know, take care and be able to communicate your vision at multiple levels in the organization.
00:18:24.115 --> 00:18:27.883
Having said that, I don't think there's any way you can possibly do that on your own.
00:18:27.883 --> 00:18:49.016
If you don't have a team that you set objectives with, give them targets, measurable targets that they can hit on a regular basis, and give them, in essence, the freedom to make that happen, but hold them accountable when they're not as well, then you're not going to be successful as a CEO, and I think that's a gap that I actually see, you know.
00:18:49.016 --> 00:18:50.141
The other thing you mentioned was the word friends.
00:18:50.141 --> 00:18:52.069
Okay, you get in those small businesses and those CEOs promote their friends to positions.
00:18:52.069 --> 00:18:56.222
Then they can't hold them accountable anymore because they feel like they would break a friendship.
00:18:56.222 --> 00:19:02.508
That person is dragging the organization down where they promoted their best friend to the VP of sales and he's not performing.
00:19:02.508 --> 00:19:04.780
How do you make that change as an organization?
00:19:04.780 --> 00:19:06.385
So I'm not saying you can't work with friends.
00:19:06.385 --> 00:19:10.701
All I'm saying is you got to draw a line between can I hold somebody accountable to the-.
00:19:10.701 --> 00:19:10.942
And.
00:19:10.962 --> 00:19:12.798
Comma leaders, hope you're enjoying the episode.
00:19:12.798 --> 00:19:17.006
So far, I believe in doing business with people you like and trust, and not just a company name.
00:19:17.006 --> 00:19:21.317
That's why a strong personal brand is essential, whether you're an entrepreneur or a leader within a company.
00:19:21.317 --> 00:19:28.464
Brand Builders Group, the folks who have been helping me refine my own personal brand are offering a free consultation call with one of their expert brand strategists.
00:19:28.464 --> 00:19:34.471
They'll help you identify your uniqueness, craft a compelling story and develop a step-by-step plan to elevate your impact.
00:19:34.471 --> 00:19:44.865
So head on over to CoachJohnGallaghercom slash BBG, as in Brand Builders Group, to schedule your free call and take the first step toward building a personal brand that gets you noticed for all the right reasons.
00:19:44.865 --> 00:19:48.050
That's coachjohngallaghercom slash BBG.
00:19:48.050 --> 00:19:52.944
Now let's get back to the episodes and you've got to have results and the proper behaviors.
00:19:52.944 --> 00:19:58.528
You've got to set a core values that you live to as an organization, because people will see right through that as well.
00:19:58.694 --> 00:20:07.525
Yeah, I think that's another term that's used so loosely these days core values, it's some words on the wall and when it really comes down to behind the closed doors and leadership, that's a bunch of BS.
00:20:07.525 --> 00:20:17.488
So I agree, and the thing is people see that in the organization, they see it, they feel it, they know that what you're spewing is not exactly what's happening there.
00:20:17.488 --> 00:20:21.642
Like, I love the Ben Newman's over feelings and I think we have to have a standard of what we do.
00:20:21.642 --> 00:20:35.169
Standards are right and I'm coaching a super high level realtor right now and we're talking about this team he's putting together and how he has to create a standard of how many phone calls a day his new realtors have to make to the leads he buys.
00:20:35.169 --> 00:20:39.019
We have to have a standard and it's not they're going to call from nine to 10.
00:20:39.019 --> 00:20:44.240
No, we're going to have 60 touches a day or whatever that number is, and that's the standard we lead to.
00:20:44.400 --> 00:20:50.369
Now what I have found is dealing with people that have teams or in organizations that have never had the standard.
00:20:50.369 --> 00:20:56.367
Unfortunately, when you put the standard in place, you may have to get rid of some people because they're so used to not having the standard.
00:20:56.367 --> 00:21:01.441
Now I have to come in and say, okay, look, this is how it's going to work, this is what we're going to do and they're going to buck it a little bit.
00:21:01.441 --> 00:21:12.547
Not about you, but I've been in situations where I go in and I run some things for a company and then all of a sudden you see one of the guys slide through behind you in the back door and he ends up with a CEO and he's in there, you know, pouting like he's a three-year-old.
00:21:12.815 --> 00:21:19.676
So I think it comes down to the daily standards we create for our salespeople, for sure, and the accountability portion of that.
00:21:19.676 --> 00:21:21.298
But how did you navigate that?
00:21:21.298 --> 00:21:31.442
When you're in a small company and it is friends, it is whoever and every time I've got one or two guys that are going to fight me and they're going to not you know, you don't know this, and they're going to go in there and run that.
00:21:31.442 --> 00:21:32.384
Has that happened to you, john?
00:21:32.875 --> 00:21:47.582
Well, holy Chris, on a regular basis and you know you're going to go into those organizations on your own and you're going to consult with them or you're going to go in there and say, look what you measure acceptable.
00:21:47.582 --> 00:21:48.964
You have to make a change.
00:21:48.964 --> 00:21:50.910
As a leader, you have to make a decision.
00:21:50.910 --> 00:21:53.303
I was listening to a study last night.
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We had our home group at the house and one of the things Rick Warren says everybody's got a dream.
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They want to be this great company.
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I mean, everybody really does have a dream.
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They want to be this great individual, this great leader.
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But nine out of 10 of those individuals are not willing to make the choice that they're going to make.
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The disciplines and you know this thing from disciplines you do 75 hard.
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