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What Learning about My Coachees’ Narratives Taught Me about My Own – Part 2

September 20, 2018

What are you sure you know about coaching? I thought I knew a lot about coaching after 15 years and over 5,000 hours of experience. And in the past year or so, I’ve realized that a lot of what I thought I knew, my assumptions, were horse S#$%.

In my last blog post, I shared Part 1 of a reflection assignment due as part of the WBECS Narrative Coach (NC) Program with Dr. David Drake. In this Part 2, I share how what I thought I knew about coaching has been turned on its head by my experience with Narrative Coaching.

Five Assumptions about Coaching That Have Shifted For Me

All of my coach training prior to the NC Program has been in a largely co-active approach to coaching, firmly grounded in ICF core competencies. And while Narrative Coaching certainly doesn’t throw the ICF competencies out the window, it takes a very different approach to coaching than what I’ve learned in the past.

What I’ve learned about coaching that I’ve had to unlearn (or assumptions I no longer make) include:

  • Coaching starts with a contract/agreement. Early on in my coach training, I learned that the first thing to do as a coach is figure out the contract or what it is the coachee wants. The problem is, in my experience anyway, the coachee almost never knows what they truly want until it’s uncovered by the coaching. And when I’ve focused early in the relationship or early in the coaching session on getting to what the coachee wants, I’ve ended up chasing a red-herring, spending time at the surface and/or on the wrong thing.  I’ve learned that what the coachee says they want is only one aspect (and maybe a small one) of their larger, deeper desire, which is only ultimately discovered through the work.

Even in the Advanced Coaching Program I took, we spent a great deal of time and energy around securing the coaching session agreement by checking the boxes of Topic, Desired Outcome, Meaningful Underlying Issue and Success Measure. And I bought into that at the time, and to an extent, I still do. Only now it feels more like an artificial structure placed on an organic process. (More on that below).

  • Coachees will do what they say if we’ve designed the actions right. Maybe your coachees are different, but mine almost never do what they say they are going to do after the session. While this didn’t take me long to figure out, I assumed I was doing something wrong. I wasn’t designing the action specifically enough or ensuring the client had enough support or addressing enough of their obstacles or holding them accountable enough or making the actions S.M.A.R.T. enough. Well, I now believe I was doing something wrong, I was just wrong about what it was.  😊

Now, instead of designing actions for the coachee to take after the session, we do it in the coaching session (as much as possible). (If you read Part 1, you know that this is a cornerstone of Narrative Coaching). Early on in my coaching, I did a lot of role play with coachees, but it was discouraged by my mentor coaches (not clear now why), so I stopped. Now, I’m doing a lot more acting out, role play, experimentation during my coaching sessions so that my coachees can repeat/replay outside the session what they are experiencing and learning inside the session. (Here’s an example of something I tried recently.)


  • The coach provides the structure and the process. The coachee provides the content. To an extent, I still believe this – and now I see it differently. I used to feel responsible for figuring out the most robust and efficient series of questions that would bring the coachees the insights, clarity and resolution they were seeking, based upon what they said they wanted. Now, that feels to me like an artificial construct placed on a natural process.

These days, I see coaching as the facilitation of an innately organic process. I believe that our coachees are all almost always, consciously or unconsciously, working to resolve what they bring to coaching (that’s what brings them to coaching). And my role isn’t to lead them down the path of questions that will ultimately get them to their answer.  My role is to be present with them, see them, explore with them where they find themselves and then remain alert for the indications of where, why and how they are wanting to move from where they are to a new state of being.

  • Better questions make for better coaching. While I believe this is true to an extent, I’m no longer so focused on how to figure out the right, best questions. Because when I focus on figuring out the questions, I’m in my head and not with my coachee. I’m not present. I now believe that it is greater presence that makes for better coaching. The more present, the more in the moment, I can be with my coachee, the more I can attend to, encourage and facilitate the coachee’s own organic progress.
  • Coaching is a dance with the coachee…. and the coach leads. No one ever told me this. It’s just what I “learned,” especially in my early years, through coach training osmosis. In recent years, I’ve observed that the traditional co-active approach to coaching is placing greater emphasis on partnering with the coachee. That feels like a welcome and significant shift from what I first “learned.”

That said, my understanding from those coach trainings has been that even though we want to partner with the coachee (just like in a dance), the coach is still supposed to lead. And the way the coach leads is through their questions. And where the coach leads is where the coachee says they want to go. But if the coachee doesn’t truly know where they want to go…… where are we leading them?

In my prior coach trainings, as if to emphasize the importance of partnering with the coachee, the coach trainers would recommend frequently checking in with the coachee to determine if the coaching is on track and/or where they want the coaching to go. That made sense to me at the time.

But here’s the deal: In my experience, not only do my coachees not consciously know what they want, they are often resistant to directly confronting the challenge ahead of them. And if I ask them where they want to go, they will often avoid exactly where their organic process is taking them.   

So what’s the answer?  If we are not leading and we are not partnering, what the heck are we doing?

For that, you’ll have to wait for Part 3 (and hopefully in the next week, I’ll figure it out).  🙂

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– Alison
Alison Whitmire
President | Learning in Action

 

P.S. Want to receive our blogs in your inbox? Subscribe to our Friday Conversations Blog.

 

P.P.S. Are there more blank spaces on your coaching calendar than you’d like? Join Chip Carter, Senior Advisor at the Institute of Coaching, and Alison Whitmire, president of Learning in Action, for September’s interactive webinar of discussion and Q&A around your coaching capacity and how you can fill your calendar in a number of ways, including coaching for organizations who need you!  Register here – FREE.    

 

Not an EQ Profile practitioner? 
Click here for information on the EQ Profile. Too much to chew on? Click here for a Taste of the EQ Profile.

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Posted in: Coaching|Emotional Intelligence

What Learning about My Coachees’ Narratives Taught Me about My Own – Part 1

September 13, 2018

Last year, I registered for WBECS’ Narrative Coach Program with Dr. David Drake. I had been hearing about David and Narrative Coaching and was curious about how we might apply his approach to help coachees make meaning of their EQ Profile results.

For the uninitiated: The EQ Profile provides a snapshot of one’s internal experience under stress in relationship. It reveals the patterns of thinking, feeling, and wanting that are triggered within us during interpersonal conflict. And because we often aren’t fully aware of our internal experience, it can sometimes be challenging to relate to our EQ Profile results.

After debriefing EQ Profile results with hundreds of coachees, I’ve learned that we are all, always narrating our internal experience (whether we are aware of it or not).   And one of the best ways of helping a coachee see the aspects of their internal experience that are hidden to them is to ask them to tell a story about a specific interpersonal conflict.

I’ve found that as I listen deeply to a coachee’s story, I can hear the dimensions of their EQ Profile in their language. (Which is what our Master Class: Insight Mapping course is all about.) Because this is now second nature to me, I was curious what more I could learn about a coachee and their story through Narrative Coaching. And learn more I did.

Narrative Coach Reflection Assignment

I’m now moving from the Enhanced Narrative Coach program to the Certification program, and one of the first assignments is as follows:

“Write a letter to a friend who coaches about what you learned in the Narrative Coach program, in which you share:

  • Five important insights you gained about yourself as a coach
  • Five important assumptions about coaching that shifted for you
  • Five important pieces of content that made a difference for you
  • Five important ways in which you are a better coach now
  • Five important growth edges for you in taking this work forward
  • How you would describe narrative coaching and the impact it has”

Yeah.

This gives you a pretty good sense of what the first seven months of the Narrative Coaching (NC) Program were like.  Exhaustive and exhausting. And incredibly rich, brilliant and challenging.

While I entered the NC Program to learn more about how we could help coachee’s make meaning of their EQ Profile results, what I came away with was a dramatically different view of coaching overall.   

In Narrative Coaching, I’ve found a much more organic, natural approach to working with coachees that feels less formulaic than what I’d been taught previously.

I’d like to share with you what I learned from the NC program, so you are now my “friend who coaches”.  😊 And because I want to stay friends, I’m not going to cover all of the bulleted items above.  And I’ll cover several of them over the course of this multi-part post.  I hope you find it useful.

Five Insights I Gained About Myself as a Coach

The NC program began at a particularly challenging time for me. A month or so into the program, my father passed away. And while my dad’s passing was incredibly hard, the aftermath was even harder. (Perhaps one day, when I have some perspective on it, I’ll write a blog post about it.)  

The birth of my understanding of Narrative Coaching came at the time of the death of not only my father, but also a part of my identity. (And I’m still wrestling with that.)

So all of that is context for what I learned about myself, as a coach, as a human, over the duration of the NC Program. Also, it had been a while since I’d stepped back and observed myself as a coach, so that is reflected here, as well.

The insights I gained about myself as a coach during the NC program include:

  • I am who I say to myself I am. And that’s true about myself as a coach and in every other aspect of my life. If I say to myself that I’m not enough as a coach, that I’m not creating enough value for clients, that I can never be worth what they pay me, then that will be true for me. And I will embody that identity. I will stay small. And safe. And fortunately, the opposite is also true. If I say to myself, “I am enough and everything I need lies in the space created by my client and me,” then that will be true. And it opens up more possibilities for both of us.
  • Forming a secure attachment with my clients is my first priority as a coach. When I’m able to form a secure attachment with a client, our relationship becomes the safe haven in which they show up as themselves and are seen and accepted. Our relationship creates the secure base from which they safely explore new territory. And our work can help them create new mental models that support their self-development. And while we at Learning in Action have been talking about attachment theory for more than a decade as it relates to the EQ Profile, only through the NC program have I been able to see how clearly the concept of secure attachment applies to my coaching.
  • Empathy, along with objectivity, will serve my client best. When my client is distressed, I can feel it so palpably that I can lose my boundary and my objectivity. Frankly, when I’m not conscious of it, I can lose my full ability to self-regulate. And then, I’m not much good to my client. And when I can empathize to the point of attuning to my client, while maintaining my boundary and objectivity and ability to self-regulate, my client can feel felt and seen and held in that space in a way that is generative for them. (Says easy, does hard. Still a work in progress for me.)
  • My curiosity will help my clients more than my knowing. I generally consider myself to be more curious than assumptive as a coach. However, I’ve been realizing how readily I assume I know what my client means by what they say. Since NC, I’ve been paying much closer attention to the language my clients are using and how they are using it. In particular, I’ve begun playing much more with the languages and metaphors my clients use, helping them to tease out their meaning and exploring their potential as a vehicle for experimentation and solution creation. (If you’re curious about an example of this, you can read about it here.) 
  • I can bring lightness to my coaching through play. I tend to be a fairly serious sort. And pretty much all of my clients want to have more fun.. (Me, too!) And I’ve been challenged to figure out how to do that and “get the work done!” Narrative Coaching encourages what David calls “serious play,”  He describes “serious play” as “both an attitude and an activity” which allows coachees to experiment, play, make mistakes, start over, engage all aspects of themselves, and try on something new – all in a safe, encouraging environment. It worked. I experimented with some “serious play” in the example of exploration of the metaphor mentioned above. Midway through, my client exclaimed, “Now, this is fun!”


Having a client feel like our work is fun is its own reward. Because when my clients are having fun, they are experiencing something different, something new, and they are more likely to see something different and new about their situation and themselves.

I hope that my reflections about me encourage you to reflect on you. Because what I get about you, my partners and colleagues in this noble work we do, is that you, like me, want to be better, do better, learn more, love more, be more for your coachees. And that can only be good for us, our coachees, and the ripple effects on the world.

Stay tuned for Part 2 next week on Reflections on Narrative Coaching. Until then, have fun!

Join the conversation. 

Button to click to share reader's thoughts on Facebook page.

 

– Alison
Alison Whitmire
President | Learning in Action

 

P.S. Want to receive our blogs in your inbox? Subscribe to our Friday Conversations Blog.

 

P.P.S. Are there more blank spaces on your coaching calendar than you’d like? Join Chip Carter, Senior Advisor at the Institute of Coaching, and Alison Whitmire, president of Learning in Action, for September’s interactive webinar of discussion and Q&A around your coaching capacity and how you can fill your calendar in a number of ways, including coaching for organizations who need you!  Register here – FREE.    

 

Not an EQ Profile practitioner? 
Click here for information on the EQ Profile. Too much to chew on? Click here for a Taste of the EQ Profile.

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Posted in: Coaching|Emotional Intelligence

FREE PODINAR: Coaching at Capacity with Guest Chip Carter

August 3, 2018

SEPTEMBER PODINAR: COACHING AT CAPACITY

Learning in Action’s Live Monthly Podinar for Executive Coaches

FRI. SEPT. 28, 2018. 7:30-9:00 am PT / 10:30-12:00 noon ET

REGISTER HERE

COACHING AT CAPACITY
with guest Chip Carter, MTS
Senior Advisor at LeaderJam and Institute of Coaching

Join Chip Carter and Alison Whitmire, president of Learning in Action, for discussion and Q&A around how to think about your coaching capacity, how coaches can fill their capacity in a number of ways, how coaches can think about coaching at different price points.

In this presentation, we’ll cover questions like these:
– Should I reduce my rates to get more clients?
– Would I get more clients if I reduced my rate?
– How much time should I be spending on my existing clients versus finding new ones?
– What are all of the options for finding new clients?
– What would optimize my financial and other goals?
– How much coaching per week do I want to do and how can I fill my calendar to my chosen capacity?

Attendees will leave with their own answers to these questions, and more, so they can best coach to their own capacity.

*** Ask your questions when you register or during the live event. We’ll get to as many as we can! ***

REGISTER HERE

ABOUT OUR GUEST:
Chip Carter is a Senior Advisor, Strategy & Expert Network at LeaderJam. His expertise includes coaching, technology, business process, marketing.

ABOUT OUR PODINARS:
Learning in Action’s monthly podinars are moderated by Alison Whitmire, president of Learning in Action.
The intent of our podinars is to support executive coaches:
• To provide the best coaching possible for their clients
• To make a thriving, successful living as professional coaches

ABOUT LEARNING IN ACTION:
We offer individuals, teams, and organizations effective tools and methods for enhancing Emotional Intelligence in relationship, in conflict, in real-time. Serving leadership development professionals and executive coaches worldwide.

– THIS PODINAR WILL BE RECORDED. REGISTRANTS RECEIVE RECORDING and notice of future podinars.

REGISTER HERE

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Posted in: Business of Coaching|Podinars

Emotional Thinness: When Relational Connective Tissue Needs a Workout

July 19, 2018

My heart ached as I sat across from Tom, my stony-faced CEO client, as he explained his and his company’s situation: “I don’t know what’s wrong. It just seems like any little issue can get out of hand. My employees are quitting for what seem to me like minor issues. And I don’t know what’s wrong with my buddy, Bill. He’s not even talking to me anymore.”

I had an idea of what was wrong and there wasn’t a quick fix.

As part of our work together, Bill had taken the EQ Profile (an instrument that reveals our internal experience when challenged or under stress). I had coached Bill for almost a year and it was clear (both from our work together and his recent EQ Profile results) that he had limited access to his own emotions, a nearly empty joy bucket, little to no ability to empathize, and was easily triggered.

He suffered from what I call “emotional thinness.”

What is Emotional Thinness (ET)?

Emotional thinness (ET)? (Never heard of it? I made it up. :)) You’ve met people ailing from ET and perhaps labeled it something else. It’s a difficulty in producing relational connective tissue.

Just as connective tissues like ligaments and tendons provide structure and support for our bodies, authentic and sensitive conversations, empathetic compassion and meaningful collaboration make up the relational connective tissues that provide support and structure for our relationships. ET sufferers don’t easily produce these things.

When you engage someone with ET, you’ll notice, consciously or subconsciously, a lack of warmth from him or her. It’s particularly noticeable in a group of people, say, at a party. You may steer clear of them because they may “flatten” your mood. That’s not to say someone with ET walks around mean or cold or angry or negative. In fact, they may be smiling and happy. And your interaction with them may have a distant, transactional or distracted quality to it and your conversation may be shallow and without meaning.

ET is somewhat rare among CEOs because relationships are so important for developing a stable and productive work force and having successful customer relationships. And sometimes simple brute force, an intense work ethic or dynamic energy can overcome the fairly significant drawback of emotional thinness.

What to Do?

The causes of ET are too varied and complex to describe here. It’s fair to say that ET sufferers probably didn’t have warm, secure, attuned relationships with their primary caregivers. That’s not to say they were abused or neglected. Just that they didn’t experience that relational connective tissue they needed in order to know how to produce it.

To overcome ET, what do you do? Connecting with others starts with connecting with yourself. The right coach or a therapist can help you better understand yourself. Also, EQ assessments like Learning in Action’s EQ Profile can help you see the emotions you experience and those you don’t access, measure your ability to empathize and see things from others’ perspectives. Such instruments can help you access and understand your internal experience, and then provide you with choice as to whether or how you act on it.

Only by understanding yourself can you make the changes you need to establish relational connectivity and create the meaningful relationships that can withstand minor setbacks and what I call the thousand tiny paper cuts of being in relationship.

Epilogue:

For most of us, our internal experience is the wallpaper of our lives, something we don’t directly look at, see, think about or question. It just is. And often once we do examine it, we can easily justify it. We’ve consciously or nonconsciously spent a lifetime constructing it.It’s how the child in us learned to survive and defend itself. And that child isn’t always the best person to trust in a relationship under stress.

Most of us don’t magically transform overnight, and neither did Tom. He was quite shocked and confronted by his EQ Profile report. And initially, he pushed back mightily on his results. He didn’t see himself as emotionally thin at all. He saw himself as generally happy and optimistic with some good relationships.

However, the EQ Profile provided him with a snapshot of what goes on inside of him when he is stressed (which was a lot of the time in his role as CEO of a struggling company). And once he accepted the truth of it, he was able to understand why people reacted to him the way they did. And why small issues quickly became big ones.

The EQ Profile provided Tom with an awareness about himself that was new and impacted his entire life. Like all of us, he took his internal experience with him everywhere he went. And understanding that experience – his gut reactions, his tendencies, the emotions he did and didn’t access, his focus, his beliefs about himself and others – empowered him with the information he needed to know about himself to begin to make more relational choices.

Sure, Tom and I regularly revisited his EQ Profile results in our coaching sessions over the next two years. And we did so because his internal experience (as illustrated by his EQ Profile results) continued to show up in the issues and challenges he brought to our work together. By reflecting on and understanding his own internal experience, doing more to fill his own joy bucket and looking for his own contribution to any given interpersonal conflict, Tom began to develop compensating strategies that allowed him to become more relational and more connective.

 

Join the conversation. 

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P.S. Want to receive our blogs in your inbox? Subscribe to our Friday Conversations Blog.

P.P.S. Sometimes we need to break the rules to forge ahead. Learn why it’s important for the success of your coaching business. Register for our July 31st podinar, “Unlearning Coaching: Challenging ‘the Rules’ to Do More of the Coaching We Love.” Did we mention it’s FREE?

Not an EQ Profile practitioner? 
Click here for information on the EQ Profile. Too much to chew on? Click here for a Taste of the EQ Profile.

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Posted in: Coaching|Emotional Intelligence

How To Price Coaching: Your Responses

July 12, 2018

The topic of money is all too often taboo, including among executive coaches. How we price our services can feel like a touchy subject. (And we LOVE touchy subjects!)

We received a lot of positive feedback from our blog post about How to Price Coaching.

Still, perhaps because the topic is largely off-limits, only 22 readers responded to the blog’s anonymous survey. We’re grateful for those who took the time to answer our questions – thank you! And your responses were quite enlightening.

While the results from such a small sample of coaches don’t qualify as statistically valid, we found the answers intriguing and helpful. We hope you do, too.

Executive Summary:

The majority of respondents identify as executive coaches and work mainly one-on-one with their clients, who are C-suite and senior executives in businesses, large and small. The majority of coaches bundle their services in six and three month packages (41% do six months and 18% three months). Most packages include 360 feedback, one or more assessments and meeting with the client every other week.

As you might imagine, coaches reported quite a range of pricing for their packages, charging anywhere from $6,000 to $20,000 for a six-month package. A sizable minority of coaches charge a monthly retainer versus a package. One respondent reported charging $10,000 per month plus $25,000 if the client also wants an in-depth assessment/360. 

The average hourly rate (when calculated out roughly based upon time spent) across all respondents was $334/hour.   

While we didn’t get enough responses to know for sure, my sense is that the factors that impact the price a coach can command include:

  • The experience and/or credentialing of the coach
  • The size of the company sponsoring the client
  • The title/scope of responsibility of the client
  • The geographic market of the client.


The majority of coaches (54%) feel adequately paid, while a sizable minority (27%) felt (and IMO probably are) underpaid. Some respondents admitted that they could (and should) probably be charging more.

That’s about it for the results of the survey. And while we didn’t have the number of respondents we would have liked, based upon my experience, the results seem typical. I have many dozens of friends and colleagues who are coaches, and Learning in Action serves hundreds more coaches. And what I’ve been told by my friends, colleagues and coach clients is consistent with these findings.

Editorial Note:

I have a genuine passion for helping coaches to make a thriving living coaching. (And frankly, I’m still figuring out how best to do that.) In my opinion, for us coaches to make a thriving living coaching, it’s on us to:

  • Clearly and narrowly identify our target clients who we LOVE LOVE LOVE working with
  • Tailor our coaching, our development, our offering, our services to that target client in a way that meets their needs, uniquely and spectacularly
  • Bring more of ourselves to our coaching (That’s a much bigger topic than I can speak to here)
  • And/or create a program that we take clients through that consistently delivers extraordinary value (e.g. Tony Robbins and others)


And when we do these things and price for the value we are creating, we’ll make a thriving living coaching.  

I think many of us are scared to increase our price for fear that we couldn’t “do something” worth that.  

So, here is a thought experiment to consider: Identify a price at which you’d make a thriving living coaching, and then reverse engineer the experience you’d have to create for your client to be in fair exchange with that. We’d love to hear what you come up with.

I’ll be talking much more on these and related issues at the next podinar: “UnLearning Coaching: Challenging ‘the Rules’ to do More of What we Love.”

Join me for it and register here.


See Below for the Detailed Survey Results

 

Which best describes how you identify professionally?

 

 

Which best describes your main area of focus?

 

 

 

Which best describes the size of the organizations you most often work with?

 

 

 

Which best describes who you work with most?

 

 

Which best describes how you package your initial services? (i.e. for first time clients)

 

 

What’s included in your package of services?

 

 

What do you typically charge for your package of services?

Answers from our coach respondents varied widely, from a low of $125 per hour, to $30,000 for a package of unspecified services or duration.

The range of comments covered anywhere from $6000 for six months to $20,000 for six months.

One coach priced at $1000 a month for four 55-minute sessions.

Several coaches mentioned that they charge additional fees for assessments they offer.

Two respondents noted that they don’t offer packages.



How and when are payments made?

This question brought perhaps the most variety of responses, with the majority of coaches using their own unique timetable for billing. 

The answer with the most coaches responding in the same manner: Four respondents said payments are made twice: at the beginning and the end.

Three respondents said in thirds: at beginning, middle and end.

Nearly all else said once per month, varying when within the month.

Some coaches mentioned invoicing, but most did not specify how payments are made.

One respondent said payment schedules are determined individually with each client.



What is your average hourly rate?

Responses ranged from a low of $150 to a high of $1500 per hour, and all points in between. (Only one respondent reported an hourly rate over $1,000.)

The majority of coaches came in at $250, followed by $300 per hour.The average hourly rate across all respondents was $334.
 





Would you say that you feel…

 

 

Why do you feel this way – in regard to the preceding question?

“It’s what [my state’s] market will bear.”
“Coaching is a passion and I still find getting paid to do something I love to be quite a remarkable thing.”
“I cannot coach full time and earn my living.”
“I vary my rate by the client, both my interest and their budget. I am trying to have a diverse set of clients so I am willing to be flexible to diversify my client base.”
“I’m aware of what other coaches charge, because I have managed a coaching program in a company.”
“Other coaches and consultants seem to charge more and not lose clients over it.”
“[Because of my level of] experience and feeling that I undervalue myself.”
“Some of my clients tell me I under charge — my peers charge more.”
“Probably for the same reasons most of us undervalue ourselves… feeling like an imposter, not good enough, it’s challenging or measure.”
“It’s what I have read is the norm.”
“Feedback from clients is positive. No pushback re: fees.”
“I price my services at a level the folks I work with can afford and use sliding scale depending on the situation.”
“I think the whole coaching practice got priced too high. Are we really worth more than therapists – I think the executive coach range set the price and got carried into other levels of the organization.”
“I’ve been at this rate for a while and I am told I deliver big value. Also, my credentialing and certifications have continued to increase.”
“Fees are all over the map, and quite dependent on the client industry- so I flex to fit.”
“I think it’s time to raise my rates. And I would like to get into more team full day retreat facilitation for a chunk of change rather than just the hourly rate.”
“I really enjoy my clients and also want to make good $$$$.”
“Being in the market of education, this is what they can afford. I could charge more but I wouldn’t have the amount of work. I am working to change this model and educate educators/institutions on the importance of a coaching model for their school(s).”
“I’d like to select both ‘overpaid’ and ‘underpaid.’ Overpaid relative to what I think most C-suite coaches get paid. Underpaid relative to what else I do with my time at [my company]. (e.g., Finalist assessments on CEO searches).”
“I am very experienced and add a lot of value, so it is commensurate for my clients pay a premium for it.”
“My clients are happy and I get referrals.”




What else would you like to share?

“After an initial 3 month contract, I move to monthly upfront payments. These are less than 1/3 of the initial contract but do not include assessments. I feel the hourly rate is equivalent.”
“It is more difficult to gain access to clients who would pay higher rates in the international development world.”
“Coaching in organizations is more time consuming for the coach because there are so many additional meetings, such as chemistry meetings, negotiating the corporate contract, the 3-way meetings with the boss, etc. Coaches should anticipate this in their pricing.”
“Good work on this. Thanks for your efforts and information.”
“Focus on your niche. My niche is taming senior leaders who are perceived as abrasive. I also do facilitation of groups, conflict mediation, and training in cringe moment conversations. It is critical to have several assessment tool credentials such as the EQ Profile, 360 assessments, Myers Briggs etc. The more & varied the coaches arsenal of tools- the broader the opportunities. Multi industry work experience is a plus.”
“The survey is going to be misleading, the forced choice answer is problematic, often I felt I was misleading you.”
“Thank you for leading this discussion.”
“I have definitely tried out a few different package options over my years of coaching, and I also have had my clients for many many years.”
“Thanks for the article. It was great.”
“Even though I’m late, I would love to get the results of the survey!”



The thoughts shared with us were insightful and significant. We’re thankful for all the information gleaned that we now share with our larger readership.

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P.P.S. Sometimes we need to break the rules to forge ahead. Learn why it’s important for the success of your coaching business. Register for our July 31st podinar, “Unlearning Coaching: Challenging ‘the Rules’ to Do More of the Coaching We Love.” Did we mention it’s FREE?

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