Tim Hagen

Progress Coaching is a pioneer in the workplace coaching movement with over 26 years of experience helping organizations increase engagement, develop and retain top talent, and create a strong workplace culture by developing managers into coaches!

What we do: 

Using our proven methodology and training system, we will create a custom coaching strategy that:

✅ Saves your organization (and your managers) TIME and MONEY
✅ Speaks directly to YOUR sales or service processes
✅ Promotes and drives YOUR organizational values
✅ INCREASES ENGAGEMENT and REDUCES TURNOVER through a culture of coaching and feedback

You name it, we’ve built it! NO MATTER WHAT the scenario, we can provide a coaching solution – guaranteed!

How it works: 

⭐ We’ll assess your organization’s current culture and goals
⭐ Design a coaching strategy that fits your unique needs
⭐ Deliver training through virtual workshops, online courses, and on-demand resources 
⭐ Facilitate group & one-on-one coaching that addresses YOUR real-life workplace challenges!
⭐ Provide on-going support you can count on! 


Why it works:

✅ Relieve the burden from HR: instead of deferring to HR for every tough conversation or performance issue, managers learn how to have coaching conversations that create strong connections, build trust, and inspire action! 

✅ L&D teams are supported: managers will learn how to structure their conversations to increase performance and become partners in driving the training & development initiatives your organization is already doing!

✅ Managers save time: managers will learn techniques to engage with employees and inspire positive change in as little as 8-12 minutes per week using our proven 4-step coaching conversation model! Through supplemental coaching strategies, managers will learn to scale their time and drive development without even being present! 

✅ Adults learn best when the material directly applies to them, and traditional training alone does not accomplish this. Our PODs format is survey-driven, targeting participants' actual workplace management and coaching challenges, with instruction, discussion, activities, and practice!



Submit your request here 👉  https://form.jotform.com/211636813521147 

Contact me:

💻 Website: http://www.progresscoachingleader.com
📅 Schedule a call: https://calendly.com/timprogresscoaching
✉ Email: Tim@ProgressCoachingLeader.com
📱 Cell: 262-227-8563

President of Progress Coaching  (Till Day I Die)

I own and operate Progress Coaching with 7 employees - we teach managers a very powerful and proven system to engage and develop their staff into high performing talent. We help groups develop, retain and recruit talent by using technology and coaching solutions to increase the bottom line. Progress Coaching has many client types from publicly traded companies to professional sports teams to credit unions to manufacturing companies to banks to people who simply want to become certified Progress Coaches.

What if your most powerful sales coach doesn’t sit in your sales meetings but sits across the table from your sales team every day? 

We often focus on pipelines, close rates, and activity metrics. However, what if the real accelerator of performance is customer perception? When customers intentionally provide structured feedback on listening skills, responsiveness, value creation, and trust-building, sales improvement shifts from being theoretical to market-driven. 

This article explores a bold idea: turning customers into performance partners. By doing so, organizations can foster faster growth, stronger relationships, and a true competitive edge. 

For those serious about building a market-aware sales culture rather than just a metric-aware one, this perspective may challenge conventional thinking about coaching. 

#SalesLeadership #CustomerExperience #SalesCoaching #VoiceOfTheCustomer #RevenueGrowth #PerformanceAcceleration #LeadershipDevelopment #SalesStrategy Association for Talent Development (ATD) LinkedIn for Sales Sales Humor Mike Williams Mike Carroll Britton Ertman Brent H Sadler CNBC

Tim Hagen DISC and EQ Certified

President of Progress Coaching @ Progress Coaching | Certified Leadership Trainer & Coach

What if the greatest sales coach in your organization… didn’t work for you? What if the most honest, accurate, performance-accelerating feedback wasn’

Open article: What If Your Customers Coached Your Salespeople? by Tim Hagen DISC and EQ Certified • 4 min read

What If Your Customers Coached Your Salespeople?

This is myself and my good buddy Philip Rodriguez who's been producing my webinars now for 10 plus years along with he and Gary Van Antwerp they have been fantastic to me and this is my 20th straight year with one exception attending the Training Magazine conference. This conference is run by great people and we have a lot of fun evidenced by the torture I've given this man during my webinars. It actually pales in comparison to what I did to Lorri Freifeld years ago when she had to host one of my webinars but the funny thing is these people can have fun but they also work hard for their customers. If you've never attended a training magazine event I would encourage you to do so

Lauren Boam is #hiring. Know anyone who might be interested?

Medical, Vision, Dental, 401(k) and 4+ benefits

This platform provides unique and valuable insight to the sales interactions leaders cannot always be present for Get More Info: https://lnkd.in/ecT8mrXu

#selling #sales Selling.com Salesloft

I'm hosting How to Build Organizational Self-Awareness. Make sure to attend it on March 6.

Tim DISC and EQ Certified

View Tim Hagen DISC and EQ Certified’s profile

How to Build Organizational Self-Awareness

Founder, Intelligent Conversations | Author | B2B Sales Training Consultant | Converting Sales Teams into Revenue Generating Machines

What if your toughest competitor took twice as many shots — and you still won?

That’s exactly what happened when Team USA beat Canada 2–1 in overtime.

Canada: 38 shots on goal.
USA: 20.
Final score? USA wins.

Too many sales managers are obsessed with activity.
More calls.
More demos.
More quotes out the door.
More shots = more goals… right?
Not always.

USA didn’t win because they took more shots.

They won because they made their opportunities count.

Quality > volume.

Your team could be sending twice as many proposals as your competition and still losing.

The real question isn’t:
“How many quotes went out this week?”

It’s:
“Were those opportunities actually qualified?”

And then there’s the other half of the game: defense. USA was the underdog. They protected their net during a 5-on-3 power play. They didn’t break under pressure for 60+ minutes. They stayed disciplined — and closed in OT.

In sales, that’s:
Protecting margin
Preventing pipeline leaks
Staying disciplined when a prospect goes quiet
Following a process instead of chasing hope

The scoreboard only shows one number:
Wins.
Not shots.
Not proposals.
Wins.

Is your team measuring what actually matters?

Check out our latest podcast specific to selling, coaching, and the power of self-awareness

Tasha Eurich Association for Talent Development (ATD) LinkedIn for Sales #selling #sales

Open video: Great Salespeople Win When Times Are Hard - Coaching Conversations in 2025 on buzzsprout.com

Great Salespeople Win When Times Are Hard - Coaching Conversations in 2025

SalesAware: The First Customer Drive Coaching Platform for Sales People

LinkedIn Live | 15 Minutes That Could Change How You Coach Sales

What if your customers became your most powerful sales coaches?

In this fast-paced 15-minute LinkedIn Live session, you’ll see exactly how SalesAware™ transforms real client feedback into structured, measurable coaching plans. We’ll walk through the simple four-step process — from customer input to automation, to the QALMS coaching model, to both self-coaching and leader-driven development plans.

You’ll discover how SalesAware helps sales leaders eliminate guesswork, reduce defensiveness, increase accountability, and turn customer perception into performance improvement.

If you care about stronger client relationships, more consistent revenue, and coaching that actually sticks — this is 15 minutes you won’t want to miss.

Katy Koenigs, Christine Madsen, SHRM-SCP and 3 other attendees

SalesAware: The First Customer Driven Coaching Platform for Sales People

What if the best sales coach in your organization isn’t your VP of Sales, your trainer, or your top producer? What if it’s your customer?

This week, I’m going LIVE for 15 minutes to present a concept that flips traditional sales coaching on its head. We will explore how SalesAware™ transforms real client feedback into:

- Clear behavioral insight
- Structured coaching conversations
- Self-coaching plans for representatives
- Leader-driven coaching roadmaps
- Measurable improvement over time

No fluff. No theory overload. Just a straightforward 4-step system:

Form → Automation → QALMS Coaching Model → Actionable Output

If you’ve ever wondered:

- “Why aren’t my reps getting this?”
- “I wish I knew what customers actually think.”
- “We need better accountability without creating defensiveness.”

You’ll want to be there. 

Here’s the truth: Salespeople may resist coaching, but they will always listen to the customer. When you systematize that voice, performance changes.

Join me live for 17 minutes for a big shift. Drop a 🔥 or comment “LIVE” and I’ll send you the details. Let’s turn customer perception into performance. 

#selling #sales Selling.com Salesloft Sales Humor Association for Talent Development (ATD)

I'm hosting SalesAware: The First Customer Drive Coaching Platform for Sales People. Make sure to attend it on March 20.

SalesAware: Let the Customer Be the Coach

In the world of sales, we dedicate significant time to training, role-playing, scripting, and coaching. We analyze closing ratios, pipeline velocity, activity levels, and revenue per representative. However, the most impactful coaching voice in the sales ecosystem is often overlooked: the customer.

SalesAware is founded on a transformative belief: when customers provide structured feedback about their sales experience, that feedback becomes the most credible and behavior-shaping coaching tool available to a sales organization.

Why Customer Feedback Changes Everything

Salespeople may debate a manager’s perspective, rationalize peer feedback, or resist formal training. Yet, they rarely ignore the customer. When a customer shares insights such as:

- “I felt rushed.”
- “You didn’t fully understand our business.”
- “Your follow-up was exceptional.”
- “You earned our trust.”

This feedback resonates differently. It is not theoretical or opinion-based; it represents market-based truth. SalesAware harnesses that truth to drive development within the sales team.

Open video: SalesAware: Let the Customer Be the Coach on open.substack.com

SalesAware: Let the Customer Be the Coach

I'm hosting Increase Sales Success with Self-Awareness. Make sure to attend it on March 17.

Increase Sales Success with Self-Awareness

I work with senior leaders when change stops being theoretical and starts carrying real weight. 

I help organizations hold clarity through complexity—when strategy is sound, but execution is straining trust, energy, or alignment, when decisions carry real consequences. When leadership feels heavier than usual. 

My work sits at the intersection of people, structure, and leadership judgment. I partner with CEOs, CHROs, and senior teams to stabilize organizations during moments of transition—designing operating models, leadership alignment, and decision clarity that actually hold under pressure. 

Over the course of my career, I’ve led and advised executive teams across growth-stage and global organizations, supporting transformation efforts that required more than frameworks or playbooks. The work demanded discernment, steadiness, and the ability to see what was happening beneath the surface—before it showed up in performance or culture. 

Through Leadership Rewired, I work as an advisor, consultant, or interim partner, depending on what the situation calls for. The form flexes. The work doesn’t. 

My focus is consistent: 

→ Clarity over complexity. 
→ Systems over silos. 
→ Leadership that can carry responsibility without hardening or disappearing. 

Specialties: 

Organizational Design | Leadership Alignment | Change Navigation | Executive Advisory | People Strategy Under Pressure | Culture & Accountability

Allison Allen

“John Doe wants this.”
“I work for John Doe, so this needs to move.”
“If you don’t do it, I’ll take it to John Doe.”

You’re in a meeting.
Someone wants a priority shifted.
But instead of explaining the business problem or the tradeoff, 
they invoke a senior leader’s name.

The room changes.
Questions stop.
The work gets added to the list.

What just happened wasn’t leadership.
It was borrowed authority.

🚩 When you drop someone else’s name to get things done, 
You’re signaling something very specific:

You don’t have the clarity, credibility, or trust to move people on your own.
So you borrow positional power.
Someone else’s title.
Someone else’s weight.

😠 For senior leaders on the receiving end, this is grating.
If it actually mattered, you’d explain the problem, not hide behind a name.

😟 For more junior people, it’s threatening.
They hear “comply or I’ll escalate” without understanding why.

That creates fear, not commitment.

Borrowed authority can force short-term compliance.
It cannot build ownership.

🚩 When urgency is manufactured through escalation instead of shared understanding, people do the minimum.
They don’t exercise judgment.
They don’t solve.
They escalate.

The system becomes more dependent, not more capable.

✅ Leaders with real influence don’t need to name-drop.
They make the case.

Here’s the problem we’re solving.
Here’s why it matters.
Here’s the tradeoff we’re choosing.

Clarity creates movement.
Context creates commitment.

Real influence is earned.
It travels with you when titles change.
Borrowed authority doesn’t.

👉🏾 If you have to invoke someone else’s name to get things done,
You don’t have influence.
You’re compensating for the trust and clarity you haven’t built.

Check out the REWIRED. newsletter (link in comments).

Allison Allen, ACC

Executive Advisor & Change Partner to CXOs Navigating Change | Org Design, People Strategy & Leadership Judgment | Founder, Leadership Rewired

Leaders don’t explode.
They leak.

It’s rarely dramatic.
It’s a rushed decision in a tense meeting.
It’s a sharper tone than you intended.
It’s frustration you thought you masked, but didn’t.

And the room shifts.
People get careful.
Problems surface later or not at all.
Energy goes into managing you instead of the work.

Organizations don’t fracture because the problem is hard.
They fracture because the tension has nowhere to land.

And here’s the uncomfortable part:
The leader often doesn’t notice the moment it happens.
They just know they’re exhausted.

Not from volume.
From emotional labor.

If you don’t have a container of your own,
you will export the pressure or collapse under it.

I unpack this in this episode:

🎥 Confidence vs Containment: Which Builds Resilient Teams?

If you’re carrying more than you’re admitting, this is for you.

Link in comments.

Check out the REWIRED. newsletter (link in comments).

Every time you rush to resolve discomfort, 
you’re running a curriculum.

Not the one you wrote.
The one your organization is actually learning.

When you smooth over conflict before it’s fully named, 
the lesson is: this tension isn’t safe.

When you collapse ambiguity too quickly, 
the lesson is: uncertainty is unacceptable here.

When you move past failure without examining it, 
the lesson is: manage reality. Don’t name it.

Organizations don’t learn from values decks.
They learn from the moment a senior leader gets bad news, 
and everyone watches what happens next.

Every response to conflict, ambiguity, and failure is a policy signal.
A rule about what’s safe to surface and what should stay hidden.

When leaders react quickly and opaquely under pressure, 
voice drops and conformity rises.

Weak signals disappear.
Not because problems are gone.
Because people learned not to bring them.

Rushing to resolve discomfort doesn’t create comfort.
It creates fragility.

Low discomfort tolerance shows up as late surprises.
The issue that lands fully formed with no warning.
The tension that explodes in a board meeting 
because it was never allowed to surface earlier.

Governance isn’t speed.
It’s pacing.

Slowing down enough that the system learns discomfort is workable.
That conflict can be named without catastrophe.
That uncertainty can exist without immediate closure.

Reality is allowed here.
That’s the signal.

What are you rushing to resolve that your organization is learning not to say out loud?

Check out the REWIRED. newsletter (link in comments).

It’s Sunday night.
And you already know what it is.
The thing you’ve been carrying that isn’t yours.

The team member’s chronic gap you’ve been covering with your own output.
The structural flaw you’ve been papering over with effort.
The leadership tension that keeps routing through you because you never handed it back.

You know it.
Compensation feels like leadership.

It keeps things moving.
It buys short-term calm.

But when you do what the system should be doing, 
You don’t solve the problem.
You absorb it.

The gap doesn’t close.
The structure doesn’t improve.
The tension doesn’t resolve.
It just gets quieter.

And while you’re standing in front of it, 
the system learns it doesn’t have to develop because you will.

Over time, compensation blurs accountability.
Dependence becomes invisible.

And the longer you hold it, 
the harder it becomes to hand back, 
because the system has reorganized around you carrying it.

Before Monday starts, name one thing you’re compensating for that isn’t yours.
One gap.
One pattern.
One dynamic you’ve been absorbing because it felt easier than confronting it.

Then ask a harder question:
What would it take to hand it back?

Not abandon it.
Hand it back with clarity.

I’ve been carrying this.
It belongs here.

Here’s what ownership looks like.
Here’s the timeline.
That’s not abdication.
That’s governance.

The system cannot develop what you keep absorbing.

Culture doesn’t break during change.
It reveals what leaders enforce.

Most executives diagnose the wrong thing. 
They see resistance and call it culture.

What’s actually resisting is enforcement history, not the initiative.

Culture is inertial. 

Longitudinal research tracking organizations through years of leadership change shows core value categories barely move. 

Structures shift. 
Messaging evolves. 
Themes get rebranded. 
But the underlying value system stays intact.

Culture doesn’t transform because you announced a new strategy.
It transforms when leaders apply consistent pressure through decisions, consequences, and incentives.

Visibly. Without exception.

Most transformations move structure and leave enforcement patterns untouched.

So change doesn’t create a culture problem. 
It makes the existing one legible.
➡️ The protected player who was quietly misaligned becomes visible.
➡️ The negotiable norm becomes load-bearing.
➡️ The inconsistent standard becomes a liability.

Your team has been watching the whole time.

Research on justice climate shows people don’t build “how things work here” from values documents. They build it from enforcement episodes. 

Each decision to act or look away becomes data.

🚩 After a handful of inconsistent calls, credibility drops.
🚩 Stated values get downgraded.
🚩 Observed behavior gets upgraded.

That’s not cynicism. It’s pattern recognition.

Climate shifts in real time based on what leaders do when enforcement costs them something.

Your transformation isn’t creating a culture problem.
It’s exposing the enforcement decisions you’ve already made.

The gap between what you’ve said and what you’ve reinforced is just more visible now.

The real question isn’t why culture is resisting.

It’s this:
What has my enforcement pattern been telling people is true here?

The math on your high performer is wrong.

Research from Harvard Business School shows something counterintuitive: organizations often create more value by avoiding a toxic employee than by hiring an additional top performer.

You generate more value removing one norm-violator than adding your next superstar.

The reason is spillover.

Norm-violating high performers don’t just produce output.
They reshape behavior around them.

Studies tracking team dynamics show that one toxic employee can trigger turnover, absenteeism, and productivity loss across the surrounding team.

The output lift is real.
The spillover cost is larger.
But the economic damage isn’t the most expensive part.

Every month a high performer stays protected, 
the organization learns that output purchases exemption.

That’s the operational policy now, regardless of what the values slide says.
The slide is aspirational.
The enforcement decision is instructional.

And the signal lands hardest on the people who do hold the line.

They’ve done the math.
They understand what the protected player’s presence means about how integrity is valued here. 

Some will adjust. 
Some will leave. 
The ones who stay and adjust are now shaping your culture.

Enforcement credibility doesn’t collapse in one decision. 
It erodes through patterns of exception. 

Each protected high performer becomes another data point in the team’s shared understanding of what is actually enforced.

The confrontation carries a visible short-term cost.
The culture damage compounds quietly.

So leaders keep running the wrong calculation,
pricing the friction and ignoring the compounding.

Protection isn’t neutral.

It’s a decision about whose behavior defines the norms here.

If you don’t confront embedded behavior, you endorse it.

Embedded isn’t a new hire making mistakes.
→ It’s the senior leader whose communication style has shut down dissent for three years.
→ The long-tenured team member everyone routes around because “that’s just how they are.”
→ The pattern that survived two leadership transitions because confronting it was always someone else’s problem.

By the time behavior is embedded, leadership knows.
And the team knows leadership knows.

That’s what makes silence an endorsement.

You’re not preserving optionality.
You’ve already spent the political capital you were trying to conserve,
You just spent it on delay instead of correction.

Every week it continues, the signal sharpens:
This is protected.

Protected becomes normalized.
Normalized becomes load-bearing.

Now you’re not confronting a person.
You’re confronting part of the operating system.

Yes, confrontation carries cost.
→ Friction.
→ Relationship shift.
→ Possibly losing the person.
→ That cost is real.

It’s still less than what you’re carrying now.

Silence felt like caution.
It was accumulation.

The authority signal isn’t in the confrontation.
It’s in the timing.

Every day embedded behavior goes unchallenged, 
the organization learns what leadership actually means here.

At some point, the confrontation stops being a management choice.
It becomes the only credibility move left.

How I made $174k on Swapzone.io/ChangeNOW running Ethereum arbitrage (and how you can too)

📈 How I made $174k on Swapzone.io/ChangeNOW running Ethereum arbitrage (and how you can too) 📈 Swapzone.io – ChangeNOW Profit Method 📝 Summary of t

Open article: 📈 How I made $174k on Swapzone.io/ChangeNOW running Ethereum arbitrage (and how you can too) by Allison Allen, ACC • 3 min read

📈 How I made $174k on Swapzone.io/ChangeNOW running Ethereum arbitrage (and how you can too)

There’s a pressure most senior leaders feel but rarely name.
When uncertainty rises and the team gets anxious, 
the reflex is to provide answers.

Signal confidence.
Project certainty.
Even when certainty isn’t there.

The underlying assumption is simple: leaders should know.
And if you don’t know, you should at least sound like you do.

But premature answers in genuine uncertainty aren’t confidence.
They’re false clarity.

False clarity is more corrosive than ambiguity.
When you supply answers before the situation is understood, 
Collective thinking stops.
Options narrow.
Exploration stalls.
Sense-making collapses.

And when reality later contradicts that early certainty, trust erodes.
Not because you were wrong.

Because people acted on ground that was presented as solid when it wasn’t.
Once a plausible answer appears, thinking slows.

The room orients around it.
Over time, the team’s capacity to navigate uncertainty atrophies
because the leader kept doing that work for them.

What teams need in uncertainty isn’t answers.
It’s coherence.

Coherence isn’t certainty.
It’s a stable, honest, evolving narrative:

Here’s what we know.
Here’s what we don’t.
Here’s what we’re watching.

Consistent enough that people can orient.
Transparent enough that they can think.

Leaders who offer coherence don’t eliminate ambiguity.
They make it workable.

Presence in uncertainty isn’t projecting confidence you don’t have.
It’s maintaining coherence when answers don’t exist yet.

What frame are you offering your team right now?
Is it coherent or just early?

Check out the REWIRED. newsletter (link in comments).

There’s a behavior in your organization that contradicts the culture you say you want.

You know what it is.
Your team has seen it. 
They’ve watched you see it. 
And they’ve been waiting, not for you to fix it, 
but to find out what it means that you haven’t.

Culture enforcement isn’t about what you prohibit. 
It’s about what you tolerate and who you tolerate it from. 

The moment consequences become inconsistent, 
people stop reading the values document. 
They start reading you.

They watch what happens after a violation more than the violation itself. 
If nothing happens or only happens to certain people, they recode the rule.

Not prohibited. 
Situationally allowed.

That decoded rule governs behavior far more than any stated policy.

Research consistently shows that visible enforcement 
significantly reduces repeat violations. 

Not because people fear punishment but 
because they understand the line is real. 

When leaders act, behavior resets.
The inverse is just as true. 

Tolerance isn’t neutral. 
It’s a signal. 

Repeated. Observable. Team-wide.

Your team isn’t confused about what the culture says. 
They’re watching to see whether you mean it.

The people who hold the line are watching too. 
Calculating whether integrity here comes with a cost and who actually pays it. 
Whether the protected player stays protected.

Every month this goes unaddressed, 
you’re deciding which culture wins
the one on the slide, or 
the one operating beneath it.

You don’t have a culture problem. 
You have a tolerance decision you’ve been making quietly.

It's Monday: name it. 

What’s the behavior? 
Who’s it coming from? 
How long have you known?

That naming is the first enforcement act.

DM me “culture” if you want to think through what comes next.

Check out the REWIRED. newsletter (link in comments).

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