The following is an excerpt from the CoachStart Manual.
I said earlier in this book that you should not let fee stand in the way of a client when you are starting a practice. However, I did not say you should give coaching away for free.
If I approached you and said: “I really want you to be my client. Please be my client, I won’t charge you anything, and you need to spend 30 minutes per week with me”, how attractive would that sound to you? There is no sense of value in this for you; it’s all for me.
However, if I said: “My regular coaching fee is $300 per month, but my coach has told me to take five people on at a big discount for my own training and development. How would you feel if I charge you only 50% of my fee for the first two months?”
Another thing: the act of paying money is a great way to demonstrate commitment or that the client is willing to take the coaching seriously. If you offer the coaching for free — aside from it not sounding attractive — you may have problems with the client sticking to the coaching sessions, doing his or her fieldwork etc. Basically, it’s an issue of respect.
The following is an excerpt from the CoachStart Manual.
Will you e-mail the groups? Followed by a call? Cold call? Letter plus call? Note: You might score a speech/lunch time talk, particularly if you mention a solid fee and let them know you would discount if they provide a testimonial and couple of referrals if they are pleased with the talk.
But likely — if they are willing to put your information on file — you will get a call down the track or be considered for their conference. See if you can find out when they will be thinking about a speaker for their conference or event, and make a note in your diary to call then.
Write out your action plan, and include ‘by when’ you will complete each item.
The following is taken from David’s interview with Philip Cohen in 10 Super Coaches.
What was most disheartening for you while building your practice?
Going through the training and having a coach of my own let me see the power of coaching. I expected everyone would see what I saw and would immediately want to be coached.
I needed to learn two important lessons: some people will take longer to see the benefits of coaching and some people never will. Once I understood this, I learned to be more patient with prospects. I also learned to spend my time with qualified prospects instead of everyone I met.
What was the most interesting or exciting thing for you about building your practice?
As a CPA, I worked closely with clients. But there were certain parts of their lives that weren’t part of our conversations. As a coach, I began working more holistically with clients and the results were great to see.
The following is an excerpt from the CoachStart Manual.
Don’t get too hung up on the charging issue for your first twenty clients. Don’t worry if it doesn’t come smoothly. The first skill to practice is inviting people to do Exploratory Sessions and getting “yeses” to that invitation. The second skill to practice is agreeing on a time commitment to their goals and the coaching relationship: i.e., having the sign up for a coaching structure for one to six months. The third skill to worry about is to comfortably negotiate and charge your fee.
And you don’t have to learn/practice these skills all at once! Take your time.
The following is an excerpt from the CoachStart Manual.
Most of these tips assume you’re at some kind of party or networking function, but they can work for anywhere:
1. Keep your answers short and let them drive it e.g., “I’m a coach”. They’ll usually ask follow up questions.
2. Speak of what you do for people, not about what coaching is e.g., “I move people forward”; “I work with professionals to grow their business”; “I help women expand their community of friends”; “I do A, B, and C for people”
3. They’ve asked ‘How does it work?’ Great. You might like to use Agassi or Tiger Woods as an example. They have coaches. It’s not fixing their game; it’s about being even better or having even more in your life.
4. Another answer to this question might be: “I look for what’s missing. Some people come to me for direction; some want accountability, so that stuff gets done. Others can simply use support or a sounding board. (Others are focus, inspiration, and challenge.)
5. Another great answer is: “If you could do anything, what’s the number one thing you would change in your life?”
6. Put it back on them — after all, that’s what coaching is.
7. Many people will say, “That’s interesting.” Don’t let this pass. Ask them “What about it do you find interesting?” and go from there.
8. Other great questions: “Have you ever considered working with a coach?” “If you had your own coach, what would you get started on first?”
The following is an excerpt from the CoachStart Manual.
It is true that people receive value from growing awareness, or insights about their life. I am sure there are coaches who help their clients gain clarity during the session, and then leave it to the client to decide what, if anything they will do before the next session.
However, a generally accepted principle of coaching is ACTION. Without action, results do not occur — and many of your clients will be seeking results. Also, action provides the opportunity for new insights — it’s not until you go and ask three girls for a date that you can learn more about your fear, including how to get past it.
It has been said: “If the client is not left in action, coaching did not occur”.
A strong statement, but I tend to lean in this direction.
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If you would like further information about how to coach, then I recommend you view our coach training libraries at:
http://www.CoachingClips.com
