Learn how to showcase your executive coaching expertise when facing doubt from senior leadership, and turn skepticism into confidence.

Before you start working with a new coachee: -- Google them and study their background. -- Review their LinkedIn and other social media pages. -- Base don what you've learned from the above, craft tailored initial interview/assessment questions to ask them, and send them in writing beforehand so they can review them before answering them. -- Introduce yourself and mention other clients in their professions or field with whom you have worked. -- Provide a link to references/recommendations. -- Prove yourself by being prepared, a professional with integrity who will do what they say they will do, and follows up in a timely manner.

Ask questions to find out what they are thinking. Trying to prove yourself puts you in the defensive mode and is ineffective — especially if you’re making assumptions about what they are thinking. Often people think or want a coach that is a been-there-done-that mentor and if you lack relevant experience they can’t envision how you will be helpful. Find out what’s on their mind and have a conversation. If this type of situation crops up frequently, the marketing, sales, and onboarding process probably needs some fine tuning.

There a two parts to building credibility with a coaching client. The first is the visible credibility that will allow them to feel comfortable enough to engage and let down their guard. This comes from things like your bio, your profile, referrals and recommendations, and your comfort sharing your expertise. The second part comes from the way we work including the perspectives we bring and the questions we ask. Obviously as coaches we know that true coaching credibility is not about badges or degrees, but about our capacity to show up with our clients and help them navigate the complexity of what they are facing. But, we need to give clients and potential clients the ‘visible’ credibility so that they can be comfortable proceeding.

Coaching is strongly related to negotiation and even sales tactics. People buy your ability to bridge the gap that is blocking their vision of the future. If you simply have coaching sessions where you discuss activities and "have you tried X?" approaches, it is never ending. You must establish where they're trying to go and walk backwards from there. Have the client write a 2-3 paragraph summary of their life/career/sport/etc. as they would like it to be three years from today. Then, your coaching plan involves reflection, working on fundamental skills, planning for probable situations, and simulations---followed by more reflection and refinement. No one wants to be coached. They want the RESULTS of coaching. Start there, work backwards.

Last updated on Aug 2, 2024

You're faced with doubt from a senior executive about your coaching skills. How can you prove your expertise?

As an executive coach, encountering skepticism from senior executives about your capabilities is not uncommon. It's your responsibility to navigate this doubt and demonstrate your value. Remember, your expertise is not just about what you know, but also about how effectively you can communicate and apply your knowledge to foster growth and improvement in others. Engaging with a senior executive who questions your skills offers an opportunity to reaffirm your professionalism and the tangible benefits of your coaching.

1 Prove Track Record

When faced with doubt, start by articulating your track record. Share specific examples of how your coaching has positively impacted other executives and their organizations. This isn't just about name-dropping or showcasing testimonials; it's about conveying the transformational changes you've facilitated. Discuss the challenges those executives faced, the strategies you employed, and the outcomes of your coaching. It's crucial to relate these success stories to the concerns of the skeptical executive, showing how your expertise is relevant to their unique situation.

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Julie Savarino

Live Stream Producer & Host 🔹Opportunity Generator 🔹 Lives to Serve & Help Others Succeed🔹Award-Winning Producer, Creator, Founder & Author🔹 Diversity Champion🔹LinkedIn Top Voice 🔹 Top Thought Leader
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Before you start working with a new coachee: -- Google them and study their background. -- Review their LinkedIn and other social media pages. -- Base don what you've learned from the above, craft tailored initial interview/assessment questions to ask them, and send them in writing beforehand so they can review them before answering them. -- Introduce yourself and mention other clients in their professions or field with whom you have worked. -- Provide a link to references/recommendations. -- Prove yourself by being prepared, a professional with integrity who will do what they say they will do, and follows up in a timely manner.

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Lisa Ann Edwards

Mentor | Founder | Close the Skills Gap 3x Faster at Half the Cost with AI-assisted Human Coaching | Microsoft #Buildfor2030 Hackathon Winner | Microsoft Partner
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Ask questions to find out what they are thinking. Trying to prove yourself puts you in the defensive mode and is ineffective — especially if you’re making assumptions about what they are thinking. Often people think or want a coach that is a been-there-done-that mentor and if you lack relevant experience they can’t envision how you will be helpful. Find out what’s on their mind and have a conversation. If this type of situation crops up frequently, the marketing, sales, and onboarding process probably needs some fine tuning.

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Deekron Krikorian
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I'd focus on 4 things: 1. Showing up as the best version of myself, unattached and grounded (would put myself into a peak state before meeting) 2. Build a "bridge" and relatedness by finding commonality (common passions, experiences, etc). 3. Understanding what their experience has been with coaches in the past and what creates the skepticism (show empathy and understanding for their POV around coaches). 4. Get permission to explain my beliefs and POV. From there, be passionate AF when talking about what drives me to coach others, how I do it, and give examples of coaching clients that have faced similar challenges as he or she is currently facing. If you do all that and it doesn't resonate, it may be better to say ✌🏻

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2 Highlight Credentials

Your credentials are a testament to your commitment to the field of executive coaching. Highlight any certifications, degrees, or continuing education courses you've completed that are pertinent to coaching. Explain how these credentials have equipped you with the methodologies and frameworks that are essential in guiding executives to achieve their goals. Don't just list your qualifications—connect them to the real-world benefits they bring to your coaching practice and, by extension, to the executives you work with.

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Jana Hendrickson

Self-Actualization in Leadership Positions: Turning outward success to true fulfillment by realigning career & relationships
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When it comes to credentials I think most people don't ask or care about them. However, if you are and ICF accredited coach for example it might help to explain the difference the credential might mean and how they can compare you with other coaches given your professional ethics and standards. It might help to set you apart.

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3 Discuss Approach

Every coach has a unique approach, and explaining yours can help dispel doubts about your expertise. Describe your coaching philosophy and how it shapes the way you work with executives. Whether it's centered around a particular model such as GROW (Goal, Reality, Options, Will) or is more bespoke, it's important to communicate how your approach is effective in driving results. Discuss how you tailor your methods to suit individual executive needs and organizational contexts, thereby illustrating your flexibility and understanding of nuanced leadership dynamics.

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Ellie Scarf

Mentor for Executive and Leadership Coaches ◆ The Business of Executive Coaching Podcast ◆ Growth Strategy for Sustainable + Profitable Coaching Businesses ◆ Senior Executive + Team Coach ◆ Schnauzer Lover
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There a two parts to building credibility with a coaching client. The first is the visible credibility that will allow them to feel comfortable enough to engage and let down their guard. This comes from things like your bio, your profile, referrals and recommendations, and your comfort sharing your expertise. The second part comes from the way we work including the perspectives we bring and the questions we ask. Obviously as coaches we know that true coaching credibility is not about badges or degrees, but about our capacity to show up with our clients and help them navigate the complexity of what they are facing. But, we need to give clients and potential clients the ‘visible’ credibility so that they can be comfortable proceeding.

Like
Darryl Cross

High performance rainmaker coach | NASM Master Fitness Trainer | Volunteer Co-Commissioner for West End Youth Rugby
(edited)
Report contribution
Coaching is strongly related to negotiation and even sales tactics. People buy your ability to bridge the gap that is blocking their vision of the future. If you simply have coaching sessions where you discuss activities and "have you tried X?" approaches, it is never ending. You must establish where they're trying to go and walk backwards from there. Have the client write a 2-3 paragraph summary of their life/career/sport/etc. as they would like it to be three years from today. Then, your coaching plan involves reflection, working on fundamental skills, planning for probable situations, and simulations---followed by more reflection and refinement. No one wants to be coached. They want the RESULTS of coaching. Start there, work backwards.

Like

4 Offer a Trial

Add your perspective

5 Reference Ethics

Understanding and adhering to the ethical standards of executive coaching is paramount. Reference the International Coach Federation (ICF) or similar bodies that set the ethical guidelines for the profession. Explain how these standards inform your practice and ensure a confidential, respectful, and effective coaching relationship. This not only underscores your professionalism but also builds trust by showing that you operate with integrity.

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6 Communicate ROI

Finally, address the return on investment (ROI) that your coaching can bring. Executives are often results-oriented and may need to see potential outcomes in terms of business performance, leadership development, or team dynamics. Discuss how your coaching interventions have led to measurable improvements for other clients. By focusing on the ROI, you help the executive understand the tangible benefits that justify the investment in your coaching services.

Add your perspective

You're faced with doubt from a senior executive about your coaching skills. How can you prove your expertise?

1

2

3

4

5

6

1 Prove Track Record

2 Highlight Credentials

3 Discuss Approach

4 Offer a Trial

5 Reference Ethics

6 Communicate ROI

Executive Coaching

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You're faced with doubt from a senior executive about your coaching skills. How can you prove your expertise?

1

2

3

4

5

6

1 Prove Track Record

2 Highlight Credentials

3 Discuss Approach

4 Offer a Trial

5 Reference Ethics

6 Communicate ROI

Executive Coaching

Rate this article

Thanks for your feedback

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