The following is taken from David’s interview with Rachel Pryor in 10 Super Coaches.
Do you recommend offering free coaching?
I offered free coaching to my first 3 clients, for 3 months, and they helped me to identify the documentation I needed for my practice. After 3 months, I found I began to resent giving away for free, so I stopped. I also occasionally offer free coaching in return for some service, however this is not very effective for me.
Never get into a situation when you have offered free coaching without a limit on the timescale.
The following is taken from David’s interview with Mike Turner in 10 Super Coaches.
Would you advise coaches to pursue certification?
Yes, if only because, as the profession settles down, organizations will increasingly only use certified coaches.
If so, at what stage in their practice, and through which accrediting body?
From as early as possible, be clear what the accreditation criteria are and work towards satisfying them. That way, if the accreditation question comes up, you can say that you are working towards accreditation and state which of the requirements you have met or are close to meeting.
Are there any particular school(s) you would recommend?
The London-based School of Coaching, which is part owned by the Work Foundation (a charity that campaigns to improve the quality of work life). Whilst the fact that I am on the faculty might suggest that I would be biased, the reason I work with the School is because of the high quality of its work.
The following is taken from David’s interview with Judy Feld in 10 Super Coaches.
What top three methods, in order, did you use to get your clients in the first two years?
Three main methods, all virtual (not in-person):
My first five clients came from a marketing letter to everyone in my rolodex/database. It was small then, only 120 people. It asked for referrals; it did not invite the recipient to be coaches. I only had to send this letter out once.
E-newsletter – essential. I launched mine in 1996, and have been publishing it continuously since then. It keeps connection, establishes trust, and works hand-in-hand with my website. Provides a “call to action”.
Website- essential. And rare in 1995. I think I was one of the first 10 coaches to have a website. It becomes your “virtual place of business” and allows people all over the world to connect at any time. Provides a “call to action”.
The following is taken from David’s interview with Robert Cornish in 10 Super Coaches.
What advice would you give coaches about charging clients?
Ultimately charge them what you feel good about receiving, charging more ore less than that will hamper how you are serving them in your coaching. (You will likely have very little success in attracting clients who will pay more than what you are comfortable receiving anyway).
How did you deal with the coaching/charging friends issue?
I coached a couple friends when I was in the certification process, I charged them a nominal fee or traded services. Otherwise I avoid coaching friends, because unless you are able to absolutely distinguish the line between the two both relationships are compromised. It takes a lot more effort to do that.
Do you recommend offering free coaching?
Not as a rule, free coaching isn’t generally valued by the client because they are putting zero energy and commitment to it. I do offer pro-bono coaching under special circumstances like 9/11 or other economic/personal tragedies.
The following is taken from David’s interview with Bob Davies in 10 Super Coaches.
Roughly how much capital/money did you spend in the first 6-12 months, and on what?
Spent several thousand dollars in my certification program and other education, but most of my capital is geared towards marketing for the paid speaking engagements.
What did you charge your initial clients?
Now you’re bringing back memories. My first fee was $300 per month for four 30-minute calls plus an intake call of 90 minutes for an additional $300. Now my fee is $3,000 for the first month of coaching including the intake call followed by a fee of $1,500 per month for three 45-minute calls per month (non negotiable).
When did you first increase your fee, to what did you increase it, and why?
My fee increases all were linked to exposure and demands on my schedule. I first went from $300 to $350, then $450, then the big jump to my current fees over a period of about three years. I have the attitude that I want to be near the top of fees for coaching and that I never need a client but always want one.
The following is taken from David’s interview with Earnest F. Oriente in 10 Super Coaches.
What words of advice would you give to a coach starting out?
Have fun in your business, enjoy the clients you’re working with, and quite frankly, be the very best coach that you can be, because people in your hands are giving you their lives and they’re asking for your help. So be very respectful, always, of the work you’re doing.
Be clear on your passion. Have a passion for the work you’re doing. Recognize you’re touching the lives of people that you’re working with. Be clear on the work that you’re doing, that it’s fun, that it’s joyful, that you love the particular clients that you’re working with.
But never lose sight – this is sort of Covey’s principle ‘focus with the end in mind’. As you look to the horizon what’s the next step?
If I were looking at the horizon, initially: I needed to replace my income from my corporate days. But really from there it was, number one: subscribers. Number two, more subscribers. Number three, now I want to be in the magazines, the same magazines read by those subscribers. That was the next step. Then the next step, I wanted to have some alliances and even more exposure, speak at upcoming conferences. And then there was the next step, writing a book to tie it all together. I’ve always been able to look over the horizon twelve, fifteen miles in front of me and say ‘what does the next parade look like?’.
So I would encourage those coaches who are thinking about their business to work both in their business, but don’t forget to work on your business. Have a vision for what the bigger game is. Have a vision for what the next parade is.
