Coaching for executive directors and directors of development
The Four Receipts
Coaching that leaves you with receipts: commitments anyone can check, persistent problems resolved or handed back, and a record of what you kept.
Not superman. Leverage. Coaching starts with you as the point where your organization, and the profession, can change.
What you leave with: five skills you can point to
Deciding from your record, not your mood
Before a hard call, you look at what you have actually kept, not how you feel about yourself that week.
You can show it: a kept-promise record and a portfolio built over months.
Making commitments anyone can check
Every promise has a standard, a deadline, an owner and the evidence that will prove it; the important ones become systems that run without you.
You can show it: every cycle in your ledger, and a system that no longer depends on you.
Ending a persistent challenge
You trace the problem that keeps coming back to what produces it, then resolve it or hand it, in writing, to the role that owns it.
You can show it: the written trace, and how it ended.
Handing back what isn’t yours
You sort what belongs to you, the board, the executive director or the system, and return the rest in writing, by role.
You can show it: your Owned record and the handbacks you sent.
Inviting challenge on purpose
You name who you have cast as “the problem,” ask how your decisions look from their side, and give someone permission to tell you. You practise it with a coach who has done the job, from outside your organization’s politics.
You can show it: the standing question, answered every cycle.
What coaching won’t promise
A promotion, a new job, or results for your organization. Too much else decides those. What the coaching promises is the evidence.
How it works
Getting started
- A conversation. We decide whether coaching fits.
- Enrol. Agreement and invoice; you sign in to your ledger.
- Three questions before we meet, about your story and your promises.
- First session. The story first; we set your goals.
Twice a month, in person
- MadeA promise worth paying for
- OwnedMine, not the institution’s
- KeptAction, not just planning
- ProvedEvidence it was kept
We meet twice a month, in person, at a location you choose. Between sessions you work the cycle in your ledger, so each session starts from the record, not from memory. Goals are reviewed at three and six months.
What sets The Four Receipts apart
You keep a ledger, not just a coach
Most coaching lives in conversation and memory; what happens between sessions disappears. Here, every promise you make goes in your Four Receipts Ledger, with its owner, its date and the evidence that will prove it.
- Every session starts from the record, not from recall.
- Patterns show up: what keeps slipping, and whose obstacle it really is.
- Confidence has a source: a running total of promises kept.
- You keep the portfolio: kept promises and their evidence, ready for an interview or a review.
The same discipline Show Me the Receipts asks of institutions, practised first by the leader. Private to you and the coach you invite; your coach can read but never change it.
Investment
3 months
$1,500
6 sessions. The shortest engagement, ending on your three-month review.
6 months
$2,500
12 sessions. Save $500; ends on your six-month review.
Sessions twice a month, in person, at a location you choose. The Four Receipts Ledger is included. Your organization can be invoiced.
Your coach
Glen E. Quiring, CFRE, has led in nonprofits for decades, and the people who have worked for him describe a coach more than a manager. He listens first, to develop the person, not just the plan. He gives people real responsibility early, respects them whatever their rank, and works through the “what-if” questions with them. He looks at a problem from several sides, explains the thinking behind an idea plainly, and makes records serve people. An AFP Certified Facilitator, he developed Show Me the Receipts, and he coaches the way it works: from the record.