Episode: Andy Bailey


Andy Bailey works as a business coach with Petra Coaches. If you’re skeptical about working with business coaches, this episode will give you some insight about how coaches help leaders grow their businesses and reach their goals.


Tell me about yourself and how you got into business coaching.

  • Ran a wireless telecommunications from 93 to 2011
  • I ran it poorly for half that time
  • Stumbled on the rockefeller method, worked with it over a 3 year period of time
  • Changed me as a leader
  • Changed the way the organization ran
  • Ultimately I exited the business

How did you make the transition to caching?

  • Left the organization late 2011
  • Decided to not make any decisions for a year
  • Did some consulting in that time, helping others implement the process
  • Found that I really enjoyed spending time helping people
  • Started a coaching practice
  • We now have 6-7 coaches, along with coordinators.
  • Work with 70ish companies around the country today
  • Help people maximize their day

What type of businesses?

  • We call our sweet spot 15-125, 5-15 million dollar revenues.
  • We have some that are smaller, card tables in kitchen all the way up to companies with thousands of employees
  • We like companies where we can wrap our arms around the entire team, not just a group of executives.

What’s the biggest pain your clients have?

  • People, process, etc.
  • You need to be frustrated to the point where you’re crying because you don’t want to go in.
  • Or you need to be fearful. You see an opportunity, but you know you’re not going to reach that summit with the way things are going.
  • Frustration and fear are the only things that will lead to change.
  • This is a behavioral change process as much as anything else.

What doubts do people have?

  • People don’t believe in themselves enough early on.
  • A coach will believe in someone before they believe in themselves.
  • We get a lot of questioning around “i’ve got to get buy in from my team”
  • As an entrepreneur do you have an operator’s mindset, or an owner’s mindset? At the end of the day who’s company is it?
  • If you operate confidently on an owner’s mindset, you’ll get buy in from your team.
  • if you want to make everybody happy, don’t become a leader. sell ice cream. =

Tell me about the clients you work with and the lightbulb moments they have.

  • I wrote a book about this, it’s called No Try Only Do. There are case studies that speak directly to this question
  • At my business I was a dictator leader. Someone had to hold a mirror up so I could see, and realize that I had to stop.
  • My people were smarter than I thought they were. If we truly delegate to them well with guardrails and expectations, and then get out of the way, people will outperform our expectations.
  • We need to be ok with people making small mistakes along that path. that’s how we learned as entrepreneurs. we need to allow people to learn themselves.

Talk about those guardrails a little bit.

  • When we work with a business, we set very clear initiatives with timelines, and those become the guardrails (along with core value and purpose).
  • Being clear about what the end state will look like, when the leaders get clear on that, those become the guardrails.
  • (special example of company)
  • If an owner can get clear about what they want, people are smart enough to figure out how to get there.

How does someone go about engaging with you?

  • We usually talk to companies and give them a roadmap with a timeline and strategic planning, and much more
  • We have different levels that we engage with people depending on how fast they want to go.

How do you empower managers to be good leaders?

  • We believe that if the people get better the business will get better. We focus on people’s personal lives as well, because if they get better the company will get better.
  • Since we focus on the whole organization, the leadership team will improve as leaders
  • If only the leadership team is growing, they’ll wonder why their whole team isn’t doing better. We focus on growing all the people in the organization.
  • The average business spends 5-25 thousand dollars from a CEO perspective on learning per year, but only 0-500 on team members per year.
  • Leaders wonder why their team isn’t improving, and it’s because they’re not spending any money on them.

Why is that?

  • It’s very difficult for a manager/leader to actually understand that they need to be the dumbest person in the room.

Anything else you want to add?

  • When I was going through the process of this (at a group called birthing of giants), I didn’t know that there were coaches available.
  • We’re out here to help people.
  • We have a bunch of free stuff on our website, too.











Relevant links



No Try Only Do:  https://www.amazon.com/No-Try-Only-Alignment-Accountability/dp/1599326833/ref=sr_1_1?s=books&ie=UTF8&qid=1493390972&sr=1-1&keywords=no+try+only+do