We're going to talk about today When I failed as a coach. Not just when I failed as a coach, but when I actually realized what it meant to be a leader.

After six months working ain't that there was an opportunity for me to become a coach or not me, but a coaching opportunity came up, but it wasn't like an official coach. Like, that's your title. You're still on phone consultant, but you also have additional responsibilities to become a coach. 

And I'm like, I put my hand up, and when I put my hand up for that, I felt like I should be in pole position. I'm like, I'm a superstar right now. I'm doing really well. And I felt like I was the most competent to teach at this point. Didn't understand what it meant to be a leader, and I was a terrible coach. 

This is a time when I failed as a coach. I actually got bad feedback from other consultants. I was always trying to impose my ideology on them. Like, my method of doing I'm like, you have to do it like this. You have to do it like that. Because in my mind, I'm thinking, like, well, my way is the best, but because I've gotten the best results. 

So my way is the best. But that's not what being a coach is about, because it's what works for me based on my traits, based on my abilities, based on what I'm efficient and what I'm good at. But being a coach is about bringing the best in other people, not making them do what you wanted to do. 

And when I was a coach, I was so obsessed with having this role that even when I was on the phone, I didn't perform as well on the phone. I started to hate my job. I started to hate being on the phone because all I wanted to do was teach other people to coach because I felt a sense of authority, I felt a sense of power. I wanted to be one step above other people. As I said, I always had this complex of wanting to be better than other people.