Career Coach (IAPCC)

Get paid to help people achieve career success!
IAP Career College Guide to
Become a
Career Coach
Jennifer Fishberg
Visit IAPCollege.com
IAP CAREER COLLEGE® GUIDE TO BECOME A
CAREER COACH
by Jennifer Fishberg
ISBN: 978-1-897286-61-6
Copyright Notice: This IAP Career College guide is copyright © by IAP Career
College. All rights reserved. IAP Career College has the exclusive right under the
U.S. Copyright Act (Title17, U.S.C. §106) to make and distribute copies of IAP
Career College guides and to make derivative works based on these guides. No
part of any IAP Career College guide may be reproduced, revised, or distributed in
any form or by any means (including photocopying, recording, or online) without
our prior written permission. Unauthorized copying of all or part of a IAP Career
College guide constitutes copyright infringement and may result in legal remedies
including an injunction, statutory damages of up to $150,000 per infringement,
and possible criminal prosecution. IAP Career College is represented in copyright
matters by Christensen O’Connor Johnson Kindness PLLC.
Important Disclaimer: Although every effort has been made to ensure this guide
is free from errors, this publication is sold with the understanding that the authors,
editors, and publisher are not responsible for the results of any action taken on the
basis of information in this work, nor for any errors or omissions. The publishers,
and the authors and editors, expressly disclaim all and any liability to any person,
whether a purchaser of this publication or not, in respect of anything and of the
consequences of anything done or omitted to be done by any such person in
reliance, whether whole or partial, upon the whole or any part of the contents of
this publication. If expert advice is required, services of a competent professional
person should be sought.
About the Bonus Links in the Guide: Although we aim to provide the
information you need within the guide itself, we have also included a number
of website links because readers have told us they appreciate having convenient
access to additional information. We are not responsible for the content of any
websites. Due to the constant development of the Internet, links can change when
people update or change their websites.
To update links and any other information that has changed, we publish updates
to our guides when needed. Please email support@iapcollege.com to notify us
of links that don’t work, and we will reward you with a gift certificate for a 33%
discount on any new purchase of a IAP Career College guide.
IAPCollege.com
How to Use This Guide
To connect to Internet links
NOTE: The following instructions apply when reading this guide on a desktop
or laptop computer. They do not apply when reading this guide on a
handheld device.
When you see blue underlined type it is a link you can click to go directly to a
website, as long as the link has not changed since publication. If you find a dead
link you still may be able to find the web page using the “Wayback Machine”
at www.archive.org. You will need to be connected to the Internet to go to the
website. When you click on the link it will either open your Internet browser
software or, if it is already open, it will open the page within the browser. If you
have your browser open and minimized at the bottom of your screen, click on it to
view the webpage.
To move around
You can move through the guide in any of the following ways:
• You can simply start reading, and move around by using the scroll bar on
the right side of your screen. As you drag the scroll button, you can see the
page number indicated. (By the way, the Table of Contents starts on page 4.)
• Another option is to use the arrow buttons. You can find the arrows beside
the white box indicating the page number (either at the top or bottom of
your screen, depending on which version of Adobe Reader you are using).
To go to a specific page, type it into the white box and press enter.
• If you want to start with a particular topic, you can click on the topic that
interests you in the Table of Contents which begins on the next page. You
will then be taken to that topic. (The screen may be small when you get
there, so adjust the size using the instructions given below.)
• If you want to find a particular word or phrase, go to the Edit menu at the
top of your screen. From the drop-down menu choose “Find” or “Search”,
then type in the word or phrase you want to search for.
To read with ease and comfort

To read this guide most easily and comfortably, we recommend you adjust the
viewing size. You can easily change the viewing size to the one that’s best for
you by changing the percentage size. Click on the arrow to the right or left of the
percentage and you can adjust the size. A size of 100% will be comfortable for
many readers. If that looks too big or small on your screen, adjust the size up or
down to find the best size for you.
IAP Career College Guide to Become a Career Coach
Contents
How to Use This Guide..........................................................................3
About the Authors...................................................................................9
Acknowledgements...............................................................................10
1. Introduction...........................................................................................12
1.1 The Path of the Career Coach......................................................12
1.1.1 What is a Career Coach?.....................................................13
1.1.2 How Career Coaching Differs from
Career Counseling...............................................................14
1.1.3 Who Utilizes Career Coaching Services?.........................19
1.2 The Career Coaching Industry....................................................19
1.2.1 The Evolution of Career Coaching....................................19
1.2.2 The Growing Need for Career Coaches...........................23
1.3 Benefits of Being a Career Coach................................................26
1.4 Inside This Guide..........................................................................29
2. Providing Career Coaching Services................................................31

2.1 Career Coaching Specializations.................................................31
2.1.1 Specializing in a Specific Industry....................................32
2.2 Ways to Deliver Career Coaching Services................................33
2.2.1 In Person and Telephone Coaching..................................34
2.2.2 Email Coaching....................................................................37
2.2.3 Workshops and Teleclasses................................................38
2.2.4 Career Coaching Groups....................................................43
2.3 Services for Corporate Clients.....................................................45
2.3.1 Outplacement Services.......................................................45
2.3.2 Presenting Training Programs...........................................48
2.4 Establishing the Coach/Client Relationship..............................52
4 • iapcollege.com • Copyright © IAP Career College

2.4.1 The Initial Consultation......................................................53

2.4.2 Client Intake Procedures....................................................56
2.4.3 Career Coaching Session Basics.........................................62
2.5 Career Coaching Techniques.......................................................69
2.5.1 Using Open-Ended Questions...........................................69
2.5.2 Listening and Responding.................................................71
2.5.3 Creating Action Plans.........................................................72
2.5.4 Role-Playing.........................................................................75
2.5.5 Homework............................................................................75
2.6 The Career Exploration Process..................................................77
2.6.1 Using Assessments..............................................................77
2.6.2 Researching and Evaluating Career Options..................83
2.6.3 Making Career Decisions...................................................86
2.7 Preparing Personal Marketing Materials...................................87
2.7.1 Creating Effective Resumes................................................88
2.7.2 References.............................................................................95
2.7.3 Cover Letters........................................................................96
2.8 Helping Clients Conduct a Targeted Job Search.....................100
2.8.1 Advertised Positions.........................................................100
2.8.2 Unadvertised Positions.....................................................104
2.8.3 Creating a New Job...........................................................105
2.9 Preparing Clients for Interviews and Job Offers.....................107
2.9.1 How to Prepare for an Interview....................................108
2.9.2 Interview Questions..........................................................112
2.9.3 Following Up .....................................................................117
2.9.4 Evaluating Job Offers........................................................117
3. How to Learn Career Coaching........................................................120

3.1 Skills and Knowledge You Will Need......................................120
Copyright © IAP Career College • iapcollege.com • 5

3.1.1 Assessing Your Skills, Knowledge, and Values.............121

3.1.2 Knowledge of Workplace Diversity Issues....................125
3.1.3 Research Skills....................................................................128
3.1.4 Interpersonal Skills............................................................130
3.1.5 Business Skills....................................................................132
3.2 Getting Hands-On Career Coaching Experience....................134
3.2.1 Volunteer Experience........................................................134
3.2.2 Part-Time Jobs....................................................................141
3.3 Learn From Other Career Coaches...........................................142
3.3.1 Information Interviews.....................................................142
3.3.2 Find A Mentor....................................................................145
3.3.3 Join Professional Associations.........................................148
3.4 Educational Programs ...............................................................150
3.4.1 Career Coaching Certificates...........................................151
3.4.2 Continuing Education.......................................................153
3.4.3 Counseling Degree Programs..........................................153
3.5 Resources for Self-Study.............................................................156
3.5.1 Books...................................................................................156
3.5.2 Internet Resources.............................................................157
4. Starting Your Own Business............................................................159

4.1 Getting Started.............................................................................161
4.1.1 Creating a Business Plan..................................................161
4.1.2 Choosing a Business Legal Structure..............................169
4.1.3 Choosing a Business Name..............................................175
4.1.4 Choosing Your Location...................................................176
4.2 Financial Matters.........................................................................179
4.2.1 Start-up and Operating Expenses...................................179
4.2.2 Start-up Financing.............................................................185

4.2.3 Taxes....................................................................................190
4.2.4 Insurance.............................................................................193
4.3 Setting Your Fees.........................................................................196
4.3.1 Calculating Your Hourly Fee...........................................197
4.3.2 Fees for Individual Career Coaching..............................201
4.3.3 Fees for Corporate Clients................................................203
4.3.4 Getting Paid........................................................................205
4.4 Working with Support Staff.......................................................211
4.4.1 Employees versus Contractors........................................211
4.4.2 Finding Support Staff........................................................213
4.4.3 The Interview Process.......................................................214
4.4.4 References...........................................................................216
4.5 Client Contracts...........................................................................217
5. Getting Clients....................................................................................224
5.1 Choosing Your Target Markets..................................................225
5.1.1 Recent College Graduates................................................226
5.1.2 Unemployed Workers.......................................................227
5.1.3 Career Changers................................................................228
5.1.4 Corporations.......................................................................228
5.2 Marketing Tools...........................................................................229
5.2.1 Printed Materials...............................................................229
5.2.2 Your Portfolio.....................................................................234
5.2.3 Your Website.......................................................................239
5.2.4 Getting Online....................................................................240
5.2.5 Your Elevator Pitch............................................................243
5.3 Marketing Techniques................................................................247
5.3.1 Advertising.........................................................................248
5.3.2 Free Media Publicity.........................................................251

5.3.3 Networking........................................................................262
5.3.4 Speaking Engagements.....................................................267
5.4 Marketing to Corporate Clients................................................269
5.4.1 Contacting Corporate Clients..........................................270
5.4.2 Preparing a Proposal.........................................................275
5.4.3 Meeting with a Prospective Corporate Client...............280
6. Conclusion...........................................................................................286

About the Authors

Jennifer Fishberg is a freelance writer based in New Jersey. She
graduated from Douglass College/Rutgers University with a degree in
psychology, and also holds a master’s degree in counseling psychology
from Rutgers. As a graduate intern for the university’s Career Services
office, Jennifer counseled students and alumni on a variety of career
development issues including job search strategies, interviewing,
and resume writing. The popular Networking for Introverts workshop
that she designed and conducted for Rutgers students and staff was
also presented by request for the New Jersey Department of Labor’s
Professional Service Group. Her areas of professional interest include
utilizing the Myers-Briggs Type Indicator (MBTI) in the job search
process and the workplace. Jennifer also has more than 10 years of
experience with a major educational publisher, where she managed
research projects and contributed research content for numerous
guidebooks on education and career-related topics including
scholarships, summer programs for kids & teens, services for students
with learning disabilities, and executive education programs. Jen offers
professional resume writing services through her website, Career
Karma, at www.careerkarma.net.
Contributing Author Marky Stein is an internationally known career

coach and two-time bestselling author (McGraw-Hill) who founded
her own career and corporate outplacement consulting company in
1989 near San Francisco and in 1998 opened a telecoaching practice
with clients from around the world. Marky’s articles on career
development and job seeking have appeared numerous times in the
Wall Street Journal, and she is a Career Expert on Monster.com and
former Job Search Expert on AOL’s iVillage.com. Marky is a consultant
to employees, human resources staff and transitioning employees in
over 75 Fortune 500 and scores of smaller businesses. Her website is
www.markystein.com.

Acknowledgements
Thank you to the following experts and organizations (listed
alphabetically) for generously sharing insider information and business
advice in this IAP Career College guide. Opinions expressed in this
guide are those of the author or editors and not necessarily those of
experts interviewed for this guide.
• Diane Hudson Burns, CCMC • Barbara Gronsky, Ph.D.

Director, Certified Professional Delaware Valley Career
Career Coach Program; Solutions
Professional Association of www.delawarevalley
Resume Writers & Career Coaches careersolutions.com
www.polishedresumes.com
• Tina Vance Knight
• Caroline Ceniza-Levine Associate Director,
Partner, SixFigureStart Alumni Career Programming
www.sixfigurestart.com www.alumni.temple.edu
• Sheila J. Curran, SPHR • Maggie Mistal

Career Strategy Consultant; Career Consultant, Radio
Curran Career Consulting Host, & TV Contributor;
www.curranoncareers.com MMM Career Consulting
www.MaggieMistal.com
• Laura DeCarlo
President, Career Directors • Farrah Parker, M.A.
International Workforce Development
www.careerdirectors.com Analyst; City of Los Angeles
Community Development
• Sharon DeLay, SPHR, CPCC, MBA Department
BoldlyGO Career and Human
Resource Management
www.boldlygohr.com
• Dr. Colleen Georges, CPCC, LPC

Colleen’s Career Creations
www.colleenscareercreations.com

• Lisa Quast • Kathy Robinson

Founder & President, Career Coach; TurningPoint
Career Woman, Inc. and Career & Business Consulting
Author of Your Career, Your www.turningpointboston.com
Way!
www.CareerWomanInc.com • Alexia Vernon, ACC
Leadership and Career Coach,
• Debbie Robins, M.A. Trainer, and Speaker;
Coach/Personal Advice Owner, Catalyst for Action
Columnist/Radio Show Co- www.alexiavernon.com
Host; Author of Shovel It! Kick-
Ass Advice To Turn Life’s Crap • Eileen Wolkstein, Ph.D., LMHC
Into The Peace And Happiness Career Counselor and
You Deserve Consultant
www.kickassadvice.com New York, NY

1. Introduction
1.1 The Path of the Career Coach
It takes vision to imagine a different, more satisfying career for
yourself, and courage to begin taking active steps toward that goal—so
congratulations! By purchasing this guide, the IAP Career College Guide
to Become a Career Coach, you have just taken the first important step
toward a career doing something you love. As a career coach, you will
have the unique opportunity to pursue your own rewarding dream
career by helping other people discover theirs.
If you’re among the millions of people who have ever experienced that
“Sunday night feeling” in the pit of your stomach as you contemplate
the work week ahead, chances are you know what it feels like to be
in the wrong job. Or maybe you are already the person to whom
friends and family turn when they need guidance on how to handle an
interview, or help writing a resume. Everyday situations such as these
have been the spark for many a successful career coaching practice.

In this guide you will learn what career coaches do to help people move
from that feeling of dissatisfaction to action, why there is a growing
market for career coaches, and how you can learn the skills you will
need to begin your coaching practice. Many of the tools you will learn
as you explore the following pages will also be of use to you as you
guide your clients on their own career journey. So let’s get started!
1.1.1 What is a Career Coach?

Career coaches are professional helpers. They come from a variety of
different work backgrounds, and assist people of all ages with career
related issues and services. They are focused on the “here and now”
rather than delving into more complex issues as a counselor might.
But exactly how do they go about doing that? How do career coaches
interact with clients on a day to day basis?
Diane Hudson Burns, Director of the Professional Association of

Resume Writers & Career Coaches Certified Professional Career Coach
Program, provides the following definition:
“The career coach guides a client in expressing his [or her] career
dreams, desires, and goals. The career coach builds a relationship with
a client and serves as an accountability partner as the client moves
towards a new career path. Career coaches train, listen, inspire, lead,
prompt, encourage, tutor, query, and act as the Career Search Strategy
Development Director for the client. Career coaches are sounding
boards, taskmasters, mentors, and Chief Motivational Officers.
Clients need guidance in clarifying their purpose for seeking

employment or to improve performance, and career coaches partner
with clients to identify the career purpose and achieve career results.
Career coaches collaborate with clients and brainstorm to develop
career ideas—they do not directly offer advice. There are times,
however, when the career coach may ask permission to offer advice or
engage the client in specific training, i.e., interview training or image
consulting. Career coaches meet clients where they are now—focusing
on today and the future through goals and values development.”

1.1.2 How Career Coaching Differs

from Career Counseling
How career coaching is different from career counseling is an area of
much confusion both for beginning career coaches, and for those who
are seeking a career services provider. If you have already begun doing
your own Internet research, you have probably noticed that some
people identify themselves as “career counselors”, while others use the
terms “career coach” or “career consultant.” As if that’s not confusing
enough, some people use all three! So what exactly is the difference?
At least in part, the answer to that question depends on whether you

ask a coach or a counselor. Some counselors, who have generally spent
extensive time and effort earning advanced degrees and grounding
themselves in theory and therapeutic techniques, resent the “upstart”
business of coaches who they consider “untrained”. Many coaches,
conversely, will suggest that counselors who have spent so many years
in academia are inexperienced in the ways of the corporate world and,
as a result, less well equipped to deal with practical career-related
matters.
So how do we make sense of all this? Education and work experience

are both important factors in choosing someone to provide career
guidance. As the field of career coaching has grown over the past
decade, begun to regulate itself, and been proven effective, the divide
between coaches and counselors has narrowed. Many counselors have
now begun offering coaching services as well, recognizing the need
for such services. However, in any given instance, the deciding factor
should always be the needs of the individual client when deciding
whether a career coach, a career counselor, a consultant, or some
combination of all three is most appropriate. From what point is the
client starting? Are they dealing with immediate, short-term goals, or
deeper personal issues that may be affecting their career development?
Eileen Wolkstein, Ph.D., a New York City-based counselor and career

coach in private practice, suggests that “coaching is about helping
people do what they do better” while counseling addresses change
related to helping people find their “authentic self”. Below, we examine
the specific differences in what coaches, counselors, and consultants do,
as well as the differences in educational requirements, licensure, and
employment opportunities.

Career Coaches
Most coaches and counselors agree that there is a great deal of overlap
in terms of the type of services they each provide. However, there are
some significant differences in education, regulation, approaches taken,
and the types of employment available to each.
Unlike counselors, career coaches can have a varied background in

terms of education and degrees held. DeCarlo, President of Career
Directors International, a professional association for career coaches,
estimates that about 5% of counselors are also coaches. “About 25-40%
of coaches do have advanced degrees,” she says, “which may have
nothing, however, to do with coaching. Many have HR, Organizational
Development, and MBAs.”
DeCarlo suggests two basic factors that differentiate career coaches

from career counselors:
“The clearest distinctions that are usually made between the career
coach and career counselor include: (1) Counselors frequently work
with individuals struggling with decisions and indecisiveness
regarding their futures and careers – those who might have needs
beyond those, a results-focused ‘get-the-job-now’ coach can fulfill; and
(2) Counselors, unlike coaches, must be degreed and licensed to claim
the title. In the counselor vs. coach realm, I would suggest you think
‘resolving issues vs. attaining goals’ and ‘dealing with emotions vs.
leveraging motivation’.”
Dr. Colleen Georges of Colleen’s Career Creations, who is both a

counselor and a career coach in private practice, adds the following
distinctions:
“Career coaches typically work with the client to set specific goals,
develop actions plans and steps to reach those goals, and hold the
client accountable for carrying out these steps. As is the nature
of counseling, a career counselor is… likely to spend more time
exploring how the client’s psychology is impacting his/her career
decision-making. Additionally, career counselors typically work face-
to-face with clients, whereas career coaches frequently work over the
phone and by email.”

So in summary, career coaches:
• Focus on the “here and now,” not the past
• Deal with “goals” rather than “issues”
• Are more likely to use a structured system or program consisting

of measurable steps and action plans
• Do not usually give advice, but may be more directive than a

counselor
• Do not need a formal background in psychology or counseling
• Do not require an advanced degree
• Have an understanding of organizational dynamics and the

business world
Career Counselors
In career counseling, the goals may not be as readily apparent as they
are in coaching, and may in fact take several sessions to uncover. In
addition, since career counseling has less of a stigma associated with it
than personal counseling, clients who seek career counseling may in fact
have other underlying issues that the counselor needs to be attuned to.
The American Counseling Association defines the practice of

professional counseling as:
“The application of mental health, psychological, or human development

principles through cognitive, affective, behavioral or systematic intervention
strategies, that address wellness, personal growth, or career development, as
well as pathology.”
The U.S. Bureau of Labor Statistics’ Occupational Outlook Handbook

further specifies that career counselors (also sometimes called
vocational counselors) “explore and evaluate the client’s education,
training, work history, interests, skills, and personality traits.”
Career counselors also:
• Utilize and have formal training in the use of aptitude tests or

other assessments

• Assist individuals in developing job search skills
• May have a more open-ended or longer term time frame in

working with clients
• Provide support in times of job-related stress, such as job loss or

transition
• Have a background in psychology and extensive knowledge of

theory
• Must hold a master’s degree and complete a requisite number of

supervised hours to obtain licensure
The specific services provided by career counselors may be dependent

on the population they work with, as well as the setting in which they
work. Career counselors may be employed, for example, in a college
setting providing career guidance to students, or may work for a
nonprofit organization. Others may work in private practice.
More information and statistics about the counseling profession,

and career/vocational counseling specifically, can be found on the
Occupational Outlook Handbook at the Bureau of Labor Statistics website.
Career Consultants
Many career coaches and counselors also provide consulting services.
These are typically short-term projects that usually involve performing
a very specific professional service. As a consultant, you are being paid
to be an “expert” and to offer your professional opinion, as opposed to
the “partner” relationship inherent in coaching.
“Consulting might be for very limited scope, one-time-only type of

work, such as writing a resume. Coaching implies more of an extended
relationship (typically 3-4 months) in which multiple issues are
addressed,” explains career coach Sharon DeLay.
Career consulting work may be done for an individual, as in the

example above, or for a corporate client (e.g. providing a one-time
training seminar on topics such as leadership development, time
management, or communication skills). Career coaches in private
practice may also contract with a larger outplacement firm that hires

independent consultants on an as-needed basis to supplement their

full-time staff.
“Consultants determine new directions and help individuals or

corporate structures implement new products or services. They identify
problem areas, ineffectiveness, broken channels of communication, and
they develop suggestions and guidance to fix problems and improve
communications,” adds Diane Hudson Burns of PARW/CC.
In summary, career consultants:
• Provide one-time or short-term services
• Offer advice and expertise
• May work for individual or corporate clients
• Work in private practice or for an outplacement firm
Other Related Professions

Career coaches may offer additional services and use other titles
depending on the extent of their practice and their own background
and training. For example, some career coaches also offer life coaching,
executive coaching, corporate training, retirement coaching, or time
management coaching. While there may be some overlap, the focus
of this guide is specifically on career coaching as it relates to helping
individuals who are either entering the workforce or changing careers.
If you are interested in learning more about other types of coaching,
please refer to the IAP Career College Guide to Become a Life Coach.
This guide will also include some information on consulting as it

relates to career coaching. However, if you are primarily interested in
consulting work, you can find additional information in the IAP Career
College Guide to Become a Business Consultant.
Information on degree programs in counseling psychology is

provided in Chapter 3 for those readers interested in pursuing this
path. However, the majority of information in this guide relates to the
profession of career coaching, not career counseling
.

1.1.3 Who Utilizes Career Coaching Services?

Career coaches provide services to people of varying ages and
backgrounds who are employed, or seek employment in, diverse fields
from art and education to finance and engineering. Typical career
coaching seekers include:
Individuals
• Recent graduates entering the workforce
• Career-changers who are dissatisfied with their current field
• Job-seekers who are unemployed and seeking work in the same

field
• Entrepreneurs interested in starting their own business
Organizations
• Corporations seeking outplacement or training programs for
employees
• Outplacement companies seeking coaches to teach workshops or

provide other transition services for their corporate clients
• Nonprofits or government agencies assisting disadvantaged

populations (such as the homeless, individuals in addiction
recovery programs or with developmental disabilities) in entering
the workforce
1.2 The Career Coaching Industry

1.2.1 The Evolution of Career Coaching
Consider for a moment the importance that work plays in people’s lives
today, and the many popular images of work life that we see regularly
in the media. Why are people drawn to TV shows like “The Office”?
Cubicle-dwelling employees everywhere can quote lines from the
movie “Office Space” and have Dilbert comics pinned to their gray
fabric walls. These images of work, and they are often negative images
despite the humorous take on them, are popular because they are so

easily identifiable and create a sense of shared experience. If you haven’t

personally had a job or a boss like those you see represented, you know
someone who does.
The fact is, work takes up a lot of our time, like it or not. And in Western
culture, work is often not only a source of income and prestige, but also
a large part of how people define themselves. One of the first questions
you probably ask when you meet someone new is “What do you do?”
Yet considering the important role it plays in our lives, many people
spend very little time making informed, conscious choices about their
career. If you asked those same people how they got into their current
professions, you would likely get many different explanations, often
having nothing to do with things like research, planning, or self-
exploration.
A Brief History of Career Development Theory

The idea of “choosing” a vocation or career is a relatively new concept.
Prior to the 20th century, factors such as interests and abilities didn’t
play any role in the work people did. Employment was simply about
availability, access, and income. People typically went into whatever
trade their family was in, whether or not they had an interest or talent
for it. With the rise of industrialization in the early 20th century, new
types of employment began to emerge, but many people did not have
the education or other tools necessary to adapt to these changes.
Today, more people are afforded the opportunity to learn about their
career options, and to take stock of their own interests, abilities, and
values as part of the occupational choice process. This change came
about, in part, because of the influential work of several theorists who
applied scientific principles to create new models of career choice.
John Holland’s Theory of Types (RIASEC)

John Holland, an American psychologist and former professor of
sociology at Johns Hopkins University, developed a widely adapted
theory of career choice based on the idea that both individuals and work
environments can be fit into one or more of six basic types: realistic,
investigative, artistic, social, enterprising, and conventional. The now
widely used “Holland’s Hexagon” shows the six types in relation
to each other. According to Holland, if an individual’s personality

Holland’s Hexagon
matches their work environment (called “congruence”), they will

likely be the most satisfied with their job and obtain the highest level
of achievement.
It is important to have a basic knowledge of this theory as a career

coach, particularly if you plan to utilize assessments such as Holland’s
Self-Directed Search, or the Strong Interest Inventory, which is based
on Holland’s work.
You can find more information on Holland’s theory, and a more detailed
explanation of the six types and the work environments for which they
may be best suited on the Career Key website.
Other Influential Theorists

It is beyond the scope of this guide to provide a thorough review of
career development theory, and, as stated previously, career coaches
do not typically have the theoretical background required of career
counselors. However, if you are interested in learning more, a few

additional names to look for as you conduct your independent research

include:
Frank Parsons:
The Father of Vocational Guidance
Frank Parsons (1854-1908) was a Boston attorney and social
activist who dedicated the early part of his career to improving
educational opportunities for immigrants and work conditions
in factories. Parsons was a “career changer” himself – in his
early life he was employed as an engineer and a teacher. Later
he began to focus his efforts on helping individuals make more
informed choices about vocation. He is known for developing
the first system of career guidance that was based on scientific
theory, and was also the first to use counseling psychology to
assist people in making career decisions.
In 1909, Parsons’ book, titled Choosing a Vocation, was

posthumously published, and earned him the distinction of
being considered the founder of the modern vocational guidance
movement. In it, he encouraged people to use the following
framework in applying rational thought to career choice:
1) An understanding of self (including abilities, resources,

interests, and limitations)
2) K n o w l e d g e o f va r i o u s t y p e s o f wo r k ( i n c l u d i n g
requirements, prospects, and working conditions)
3) “True reasoning” (the relationship between items 1 and 2)
While career development theory and the world of work have

both evolved over the years, Parsons’ basic concept of making
informed choices based on self-awareness, knowledge of
occupations, and finding the right fit between the two is still the
foundation for career counselors and career coaches today.
Donald Super
Super’s most well known contribution to career development theory
was his life span theory, which asserts that career development is not

static but rather is an ongoing process that evolves over time with an
individual’s self-concept.
Linda Gottfredson
Gottfredson’s theory of circumscription (the progressive process of
eliminating potential occupations from one’s “social space”) and
compromise (the expanding of potential career options) incorporates
the concept of gender roles and women’s career development issues.
John Krumboltz
Krumboltz’s Social Learning Theory of Career Choice incorporates
personal and observational learning based on an individual’s
experiences and interactions as an important factor in career choice.
1.2.2 The Growing Need for Career Coaches

According to the Bureau of Labor Statistic biennial ‘Current Population
Survey’ study:
In January 2012, median employee tenure (the point at which half of all
workers had more tenure and half had less tenure) for men was 4.7 years,
little changed from January 2010. For women, median tenure in January
2012 was 4.6 years, up from 4.2 years in January 2010. Among men, 30
percent of wage and salary workers had 10 years or more of tenure with their
current employer; among women, the figure was 28 percent. These figures
strongly suggest an environment of serial employment, with a majority of
workers changing jobs on a more or less regular basis.
Women in the Workplace

In some respects, women have made great strides in the workplace in
recent years, but still lag behind their male counterparts in terms of
equal pay and equal opportunity. Women comprised 47% of the U.S.
workforce in 2013, and accounted for 51% of high-paying management
and professional occupations, according to the U.S. Department of
Labor Women’s Bureau. These are promising figures. However, the
three most common occupations for women are (in 2010) still the
‘traditional’ female work roles of secretaries/administrative assistants
(96.1 percent women), nurses (91.1 percent women), and elementary/
middle schoolteachers (81.8% women). And despite the recent adoption

of the Fair Pay Act (January 2009) in the U.S., which expands on
protections provided by the Equal Pay Act of 1963, the Bureau of Labor
Statistics states: “Women who worked full time in wage and salary jobs
had median usual weekly earnings of $684 in 2011. This represented 82
percent of men’s median weekly earnings ($832).”
Job Satisfaction
In November 2011, Forbes reported on a major survey undertaken by
HR firm Mercer that “in the U.S. the percentage of workers who said
they wanted to leave and get a new job rose nine percentage points,
from 23% in 2005 to about one in three, or 32%, in 2010.” And in 2013,
the Conference Board Job Satisfaction Survey reported that “for the
seventh straight year, less than half of U.S. workers are satisfied with
their jobs.”
A study by the Associated Press-NORC Center for Public Affairs

Research released in November 2013 revealed that while 9 in 10 workers
who are age 50 or older say they are very or somewhat satisfied with
their job, nearly 40 percent of younger workers reported dissatisfaction
with their jobs, noting that “earlier in life, people are uncertain what
career path they want to take and may be stuck in jobs they despise.”
Health
In addition, significant data from many sources has been accumulated
over the years showing the impact of a high-stress, low-satisfaction job
on health. A stressful job situation has been linked to everything from
the common cold to depression and heart disease (studies by National
Institute for Occupational Safety and Health, British Medical Journal,
Journal of Applied Psychology, et al).
This is not just an American problem. The World Health Organization

has termed job stress a worldwide epidemic. Work-related stress also
costs companies billions of dollars due to increased absenteeism,
increased medical insurance claims, and higher turnover.
High stress levels, anxiety, and depression are also an increasing

problem for the growing number of unemployed. The Anguish of
Unemployment, a research study published in September of 2009 by
the Heldrich Center for Workforce Development at Rutgers University

suggests a growing sense of despair and hopelessness among workers

who have been unemployed over the past 12 months. Of the 894
individuals surveyed who are still unemployed and looking for
work, 77% have felt stressed, 68% indicated that they feel or have felt
depressed, 65% have felt anxious, and 61% have felt helpless.
Economic Factors
Following months of unemployment figures in excess of 9% (from April
2009 to September 2011) in the United States, the economy continues to
stagnate:
• In spring 2014, Gallup polls reported the U.S. Payroll to
Population employment rate (representing the percentage of the
U.S. adult population aged 18 and older that is employed full
time by an employer for at least 30 hours per week) was 42.7%,
essentially unchanged from spring 2010’s 42.4%.
• Additionally, Gallup’s reported U.S. underemployment rate
(which combines the percentage of adults in the workforce who
are unemployed with the percentage of those who are working
part time but looking for full-time work) is a dismaying 17% in
spring 2014, down only slightly from 19% in spring 2011.
• The Bureau of Labor Statistics reported in spring 2014 that
discouraged workers (persons not currently looking for work
because they believe no jobs are available for them) totaled
783,000, up nearly 6% from the (dismal) spring of 2009’s 740,000.
According to the Heldrich Center’s The Anguish of Unemployment

report (conducted in summer 2009, shortly before unemployment rates
reached historic double digits), of the 1,202 people surveyed (those who
had been unemployed at some time during the previous 12 months):
• 61% felt that the economy would take a year or more to recover
• 47% indicated that they felt there was “no chance” that they could
return to their previous job
• 47% are “pessimistic” or “very pessimistic” about finding a new
job in the near future
• 76% have thought seriously about changing careers in order to
find employment

Impact on Career Coaching

So what do all these dire statistics mean for the future of career
coaching? Obviously, more people than ever are in need of career
services from transition assistance to resume writing, and the good
news for those interested in becoming career coaches is that there are
always more potential clients out there than there are coaches. Enabling
people to find and keep satisfying jobs where they can continue to
grow and thrive clearly, from the figures above, addresses an increasing
need in our society which is only heightened by the recent economic
downturn. Choosing a career will continue to be one of the major
decisions of a person’s lifetime. It has a huge impact on an individual’s
finances, their sense of self, and their overall health and happiness.
Additionally, according to a research study conducted among HR

professionals by the Chartered Institute of Personnel and Development,
96% of respondents agreed that hiring a career coach delivers tangible
benefits both for individuals and organizations, suggesting a growing
acceptance of the career coaching profession and its value.
Career coach Dr. Barbara Gronsky of Delaware Valley Career Solutions

offers the following thoughts on the future growth of the career
coaching field:
“There are over 30,000 occupations out there, which keep evolving
as the economy and technology change. As a result, people are often
confused and overwhelmed about all the options they can explore.
Since everyone needs to work, it is my belief that career coaching
represents a field with long-term potential.”
1.3 Benefits of Being a Career Coach

We have already briefly touched on the rewarding nature of career
coaching as a helping profession, but being a career coach offers many
additional benefits. These include a flexible schedule, the ability to
work from home with clients all across the country, constant learning
opportunities, and a variety of potential income sources.
Helping Others
Most career coaches are drawn to the field because they have a sincere
desire to help people. Career coaching can be extremely satisfying in

this regard since you can see the immediate and measurable results of
your work with clients. It is a tangible way of making a difference in the
quality of people’s day to day lives.
“The most rewarding aspect of career coaching is easily the satisfaction you
receive from helping someone recognize their worth and pursue goals and
dreams that will make them happy. Those of us who do this kind of work
love to help people. When a client begins to see their value as a person and
professional, partially as a result of your work together, it is one of the best
feelings you can have.”
— Dr. Colleen Georges,
Flexibility and Independence

Career coaches working in their own practice have a great deal of
freedom. They can work full- or part-time during any hours they
choose. They can eliminate the tiresome daily commute from their
routine by working from home, enabling more time to be spent doing
the things they love.
Depending on their background, some career coaches choose to

work with a partner, perhaps someone whose strengths complement
their own (e.g. someone who specializes in assessments if this is not
something you are interested in). Others prefer working alone and
not having to be accountable to anyone else. Approximately 75-80%
of career coaches have their own practice, according to Laura DeCarlo,
President of Career Directors International. However, many also
contract with outplacement firms or look for other opportunities to
supplement their income and experience. “Coaches are definitely
entrepreneurial types who tend to capitalize on business savvy both
with their clients and with themselves,” DeCarlo adds.
As a career coach, you also have the freedom to choose a niche that you
have a particular interest in. The options are unlimited.
Challenge and Variety

Because the world of work is constantly changing, with new
opportunities being created every day, career coaches have the unique
challenge of keeping up to date on emerging trends. This includes not

only knowledge of occupations, but also of new technologies that can

be utilized to assist their clients in the job search process.
In terms of running your own business, there is the added task of

keeping up with new marketing techniques and getting the word about
your services out to potential clients. For those who are easily bored
with the same old day-to-day routine, career coaching offers variety
and continued opportunity for learning.
Income Potential
Even though money is not the primary motivator for most people
who go into career coaching, there is certainly a great deal of income
potential. Career coaches have the opportunity to generate income
from a number of different sources depending on their specialization,
background, and unique skills.
Most career coaches have their own private practice so have the
freedom to set their own fees, which may range anywhere from $50
to $500 an hour. Career coaches who provide consulting services to
senior-level executives or who work with large corporations typically
earn more than those who work with individuals who are at entry- or
mid-level in their careers, or who work with smaller local companies
or nonprofits. However, offering teleclasses, webinars, and other
programs can generate a stream of income in addition to your regular
coaching fees if you take initiative and are creative.
Many career coaches also provide consulting services for corporations

or large outplacement providers on a part-time contract basis in order
to supplement income. With more and more companies offering
outplacement in the current economy, this can be a great benefit for a
beginning coach building a private practice.
Low Start-up Costs

One of the big fears people tend to have about starting their own
business involves the excessive start-up costs. Office space, staff,
inventory, supplies, expensive marketing campaigns…these are just a
few of the costly headaches that many new business owners have to
deal with. A major benefit of starting a career coaching practice is that
many of these typical expenses do not apply.

1.4 Inside This Guide

The IAP Career College Guide to Become a Career Coach will take you step-
by-step through the process of learning how to coach, how to start your
business, finding career coaching resources to meet your educational
and practical needs, and learning techniques for building a successful
career coaching practice. Advice from practicing coaches and other
career service experts is included throughout. The guide is arranged
as follows:
Chapter 2, “What a Career Coach Does,” explains different niches for

career coaches and how to choose the right one for you. Once you’ve
decided who you want to work with, this chapter also details how to
establish a positive coach/client relationship, as well as some helpful
techniques and exercises you can use with your clients.
Once you understand what a career coach does, Chapter 3, “How to

Learn Career Coaching,” will help you discover the many opportunities,
both formal and informal, that exist for learning and practicing the
skills you’ll need to be a great career coach. For those who are currently
employed in other fields, Chapter 3 also suggests ways you can start to
develop your coaching skills in your current profession.
Starting a new business venture can be exciting, but it can also be

overwhelming if you aren’t informed about the process. Chapter 4,
“Starting Your Own Business,” will provide you with guidelines and
all the resources you need to start your career coaching practice, from
the legal formalities of business formation and ethical obligations of a
career coach, to how to choose a business name and set your fees. This
chapter also provides a sample contract you can use with clients.
You don’t need a degree in marketing or a big publicity budget to attract

business. Chapter 5, “Getting Clients,” gives advice on choosing your
target market and offers many free and low cost options for promoting
your career coaching business. You will also learn how to market your
business to corporate clients.
Finally, Chapter 6 offers words of wisdom from successful career

coaches to help you achieve success in your own business. When you
have finished this guide, you will have a clear vision of what your
future as a career coach might be like, and the practical steps it will take

to get there. You will be armed with the information you need to start
taking those first steps toward a rewarding career helping others find
the fulfilling occupation of their dreams, just as you’re doing.

2. Providing Career Coaching Services

In this chapter we will examine some of the most common services
provided by career coaches, and take a more in-depth look at exactly
how the process works. We will take a look at the mechanics of the
coaching session, provide an introduction to using assessments in
your practice, and offer some guidelines for working with individuals,
groups, and corporate clients.
Before you can actually begin coaching, you need to decide what type
of client you would most like to work with. Most of the experienced
coaches we interviewed stressed the importance of choosing a niche,
so we begin this chapter by looking at some potential areas you may
choose to specialize in.
2.1 Career Coaching Specializations

“I personally believe that every coach has a niche. Given a coach’s personality,
work experience, geography, training and personal beliefs, they’re going to be
really good with some clients and not so successful with others. I found that
being clear about my niche, and being willing to refer on clients who don’t fit

my niche, helped solidify and grow my business tremendously. If a coach has

a background in health care, there are lots of clients who would prefer seeing
someone who understands the healthcare profession! Same for any other field,
and also for coaches who specialize in retirement coaching, recent graduate
coaching, etc.”
— Kathy Robinson,
TurningPoint Career & Business Consulting
Before you can actually begin coaching, you need to decide what type
of client you would most like to work with. Most of the experienced
coaches we interviewed stressed the importance of choosing a niche,
so we begin this chapter by looking at some potential areas you may
choose to specialize in. A career coach’s niche can take a number of
different forms. Some coaches specialize in:
• Clients who work in a particular industry
• Working with a particular population
• Providing a specific consulting service
Many coaches use some combination of all three areas to create a unique
niche, such as career transition for women in a particular industry,
federal resumes for government workers, or ex-military personnel
transitioning to civilian employment. Sometimes the decision of a niche
is based on growth in particular industries, or development of a new
trend in technology or recruiting.
In this section we will examine the above three general categories of

specialization in more detail. However, keep in mind that these are
broad categories and the more you can individualize your niche, the
more you will stand out from the crowd and the better equipped you
will be to connect with and help your clients. As you read this section,
begin to think about ways you can use what you already know to
capitalize on your experience.
2.1.1 Specializing in a Specific Industry

Since the majority of career coaches come to coaching from other
professions, they often choose to utilize this expertise in their practices
by working with individuals who share this background or are seeking
to transition into the field. If your chosen niche is a particular industry,

you will use your existing network of contacts, as well as your inside
knowledge of the skills, priorities, resume keywords, and industry-
specific networking opportunities to give your clients an advantage in
the job market.
Specializing in an industry allows individuals in the field to connect

with you on another level beyond that of coach, and to feel as if they
are working with someone who truly understands their unique needs.
Here are several examples of industry niches that currently represent
growth areas for career coaches:
• Nursing or health care professions
• Green jobs
• Information technology or computer programming
• Financial services
• Government or nonprofit
• Resume writing and editing
• Interview coaching
• Executive job search
• Personal branding
• Interest, skill, or personality assessments
• Outplacement services
You can find information about these services throughout this chapter.
2.2 Ways to Deliver Career Coaching Services

There are a number of different methods for delivering your services
to clients, including telephone, face-to-face (in person) meetings, email,
and teleclasses, and group coaching in various forms. You can use any
combination of any of these methods in your coaching practice. What is
important is that, however you deliver your coaching services to clients,
the delivery method is flexible and convenient for them. You’ll probably

find that you will use a bit of everything at first until you find a delivery
system that works best for you.
Using phone, email or Internet for delivery of your services allows for
a great deal of flexibility in scheduling sessions with clients. If you live
in a large metropolitan area, it’s sometimes easier to contact clients by
electronic means rather than fighting traffic to make a long trip to meet
someone face-to-face across town. Electronic delivery of services also
allows you to reach clients you might never have had otherwise.
In the following sections we’ll look at a few of the most common ways
of delivering services to clients. We’ll also give you a brief overview of
the advantages and disadvantages of each. After reading these sections,
you should have a good idea of the methods that you might want to try
in the beginning.
2.2.1 In Person and Telephone Coaching

Conducting in-person coaching is usually done in the coach’s office
(whether a home office or an office outside the home) or at the client’s
residence, although if you’re providing outplacement services, you
would probably meet in the client’s place of business. You should
decide when you start if you plan to offer in-person coaching and
plan for it. If you will offer in-person coaching, check with your clients
whether they would prefer a session in your office or in their home, but
be sure to have your office ready beforehand in case they’d prefer to
meet at your office.
If you plan to conduct in-person coaching sessions from your place

of business you will need either a home office or an established office
somewhere else. In either case, you will need to set up your office with
all the furnishings and equipment you will need to do business. For
example, you will likely need a sofa or loveseat, a few comfortable
chairs, a desk, computer, lighting, and so on. (See section 4.1.5 for more
about setting up your office space.)
If you plan to offer services to corporations, you will most often meet
with clients at their offices. However, you should be prepared to take
along with you everything you will need in order to conduct the
coaching session. While your first meeting with clients (individual or
corporate) will probably be an initial consultation and intake session

(see section 2.2.2), subsequent meetings will require you to have on

hand any coaching instruments such as assessment tools with you. For
this, you should have a briefcase or a portfolio case, and a few lidded
boxes to carry your materials with you.
Advantages and Disadvantages

One of the major advantages to in-person coaching is that you will be
able to “read” clients’ reactions to your coaching much easier than you
would by phone or other remote means. Face-to-face coaching helps
you to better gauge clients’ moods or feelings about the issues they are
bringing to you and lets you judge their reactions to your suggestions.
In most ways, it is a much more personal style of coaching.
In-person coaching is also ideal for clients who may not be comfortable
being coached by someone they’ve never met. They may be looking for
a coach nearby who offers this service and would otherwise not choose
a coach who only offered coaching by telephone or other electronic
means such as VOIP (voice over internet protocol) including Skype and
other similar services.
Coaches who coach in person normally charge a higher fee for
this service. One of the reasons for this is the cost of setting up and
maintaining an office in which to see clients. Also, in-person coaching
is generally a bit more time-consuming than other forms of coaching.
(See section 4.3 for more about how to set your fees.)
One of the disadvantages to in-person coaching is that sessions may not

be as productive as telephone coaching sessions because of the personal
interactions that take place. In addition, as mentioned above, personal
meetings with clients can take up a bit more of your time.
Another disadvantage is that there is less flexibility than with other

means of coaching delivery. Most of our coaches responded that they
felt their client base would be much more limited if they offered only in-
person services. In addition, scheduling conflicts are heightened when
coaching only in an office or in-home setting.
Some of the advantages for clients in choosing telephone coaching

include:
• no travel expenses

• not limited by geographic location
• no parking issues
• no childcare problems
• flexibility of scheduling appointments
Of course, one of the disadvantages for clients in choosing a coach who

offers mainly telephone coaching is the potential for long-distance
charges to quickly add up. Many coaches offer email coaching as a part
of or in addition to the monthly coaching fee to offset this.
Some coaches conduct sessions on their cell phones, but cell phone
conversations are not always private as they can be intercepted by
someone who has a scanner. Another word of caution about coaching
via cell phone: don’t do this when either you or the client is driving.
Not only does this hinder the ability to drive safely, but hinders
the effectiveness of the coaching, as well. Coaching requires active
involvement and concentration by both parties, much more so than
a typical cell phone conversation about what to pick up at the store
for dinner or what time a movie starts. Also, coaching while driving
precludes the possibility of taking notes and writing down key points.
As an alternative to one-on-one telephone coaching, many coaches

offer teleclasses or conference call coaching (see below for more
on teleclasses). You may wish to investigate the possibility of
teleconferencing through services such as GoToMeeting (www.
gotomeeting.com), Google’s gUnify (https://fcc.gunify.com/install ),
and Cisco’s WebEx (www.webex.com). Some teleconferencing services
offer only audio, while others offer both audio and visual services.
Conferencing services like these provide bridge lines so that multiple
clients can call in to take part in the same conference call. The main
disadvantage for clients is that conference calls are less personal and
more “public” since multiple clients are discussing similar issues at the
same time. The main advantage is that coaches may be able to offer
their clients reduced rates for group services.
Keep in mind that you’re not limited to just offering services by

telephone or in an office setting. There are other ways that coaches
reach their clients. In the following sections we will discuss several of
these methods for you to offer your services to clients.

2.2.2 Email Coaching

Coaching via email is becoming popular, particularly where long
distance telephone charges are a concern. Once or twice a week, the
client emails the coach with whatever issues, concerns or questions that
he or she has, and the coach responds with answers, observations or
suggestions.
Email coaching may also be used as an adjunct to telephone coaching.

Many coaches offer this service “free” as part of the monthly coaching
sessions fee allowing their clients daily or unlimited emails. Although
the element of real time is lost in this venue, coaches who do this say it
is just as effective.

Email coaching (or cyber-coaching as it’s sometimes called) can be a
cost-effective alternative to long-distance telephone calls. Instead of
communicating via a weekly telephone chat, coach and client can agree
to a set number of emails on a pre-set schedule agreed to by coach and
client. This works well if clients are deaf or hearing-impaired, too.
Another advantage of email coaching is the convenience. There is no

need to coordinate chat schedules, and parties have more time to think
about what they want to say. This can be a real advantage, too, if the
coaching takes place between two widely separated time zones.
One drawback with email coaching is the extra time that it takes to
have an online conversation. Even the fastest typists speak much
quicker than they type, and what can be accomplished in 30 minutes
over the telephone may require twice as much time over the Internet. If
you choose to offer email coaching, you should still speak with clients
on the phone for the first couple of sessions, if possible.
A drawback to coaching by email is that it can sometimes be difficult to

tell exactly what the client’s message is intended to convey. They may be
trying to express their dry sense of humor but you might be reading it as
sarcasm or despondency. In addition, poor grammar and spelling, or the
use of abbreviations like those often used in text messaging, can make it
difficult for you to understand exactly what a client is trying to tell you.

Other problems you might encounter include viruses being transmitted

by email and security issues such as hackers intercepting emails. Try to
save any highly confidential issues for telephone or in-person sessions.
In addition, privacy can become an issue if other individuals besides
your client have access to the client’s computer, so be sure to discuss
these issues with clients to be sure these problems will not arise.
2.2.3 Workshops and Teleclasses

Most coaches offer some combination of workshops, seminars, or
classes in addition to individual and group sessions. They can offer
participants a great introduction to what career coaching has to offer
with less time commitment, since they can often be completed in a day
or sometimes as little as an hour. Offering workshops and teleclasses is
a great way to hone your career coaching skills, and to attract clients for
individual coaching at the same time.
Workshops and classes may be offered for free as a way of marketing

your services (see section 5.3.4 for more information) and allowing
potential clients to see you in action, or they can be a great source of
supplemental income. They can be offered “live” (whether in person
or electronically) so that participants can interact with you, or pre-
recorded and downloadable so that they can be accessed at any time
that is convenient for people. The latter approach not only allows a
great deal of flexibility for those who are interested in obtaining your
services; it is also extremely cost effective for them and for you and
allows even more people access to your services.
Services offered in this format generally have a very limited and specific
agenda. Topics might include any of the aspects of career coaching
discussed throughout this chapter, from resume writing to networking,
or may be specific to your niche. If you’ve written an e-book, you can
design a class or workshop around that.
When you are preparing and researching your program content, be

sure to include:
• Lots of stories and examples to illustrate your points and allow
people to identify with the subject personally
• Interactive exercises (or exercises people can do on their own if
the class is pre-recorded) to help keep attendees involved

• Relevant statistics
• Resources for further information (books, websites, or contacts)
Rehearse several times to ensure you have allowed ample time to cover
your topic in the allotted timeframe while speaking at a reasonable pace
and, if live, allowing for questions at the end. It can also be helpful to
tell participants up front that you have allowed a specific time for their
questions and would appreciate it if they waited until that time to ask.
If your teleclass has multiple subtopics, a good time for questions might
be at the end of the discussion of each topic. While it’s tempting to allow
everyone to jump in with their questions as they arise, it’s very easy to
get derailed and for the limited amount of time available to get away
from you.
If you are working in-person, visuals will be important as well to

help keep participants focused. You might want to consider investing
in, or borrowing, a projector that allows you to show a PowerPoint
presentation from your laptop on a larger screen. This will help keep
you on track and prompt you as you present your topic. It can also help
in terms of your public speaking nerves to give participants something
to look at besides you!
Whether offered in-person or electronically, it’s always a good idea to

offer handouts to participants that outline the topics covered in the class
or workshop. Most people like the idea of having something tangible to
take away with them and refer to later. You should also collect feedback
from participants to help you improve your future workshops. See
Chapter 5 for a sample feedback form.
Conducting Teleclasses and Workshops

According to Anna Kanary, a corporate teleleader trainer in British Co-
lumbia, Canada and a certified teleleader with Teleclass International,
teleclass leaders must keep four points in mind:
• Different students have different styles of learning and processing
information. These styles include visual, tactile, verbal and audi-
tory. The teleclass leader should incorporate all of these elements
into a teleclass, if possible. One way to facilitate visual processing,
for example, would be to have students take notes, make lists or
draw a simple chart during the teleclass.

• Encourage students to participate. The teleclass leader needs to

encourage people to speak up, ask questions, give feedback, etc.
“Lurkers” (to borrow a term referring to people in Internet chat
rooms who never type anything) hinder effective teleclasses.
• Don’t be too pushy in trying to sell your products or services, and
don’t engage in shameless self-promotion. Even a free teleclass,
which your first few will likely be, should provide valuable con-
tent. Too often, “free” is associated with “cheap” or “worthless.”
Don’t fall victim to this.
• The class should have structure. Too many people talking at once,
background noise or other distractions, or excessive time spent
on introductions and small talk all detract from your teleclass.
Encourage people to phone in on time, and conduct your class in
an orderly and organized manner.
You should keep your hands free when facilitating a teleclass. This will
allow you to concentrate better, and take notes on what the students are
saying, just as you would take notes while talking to a client during a
regular coaching session.
Teleclasses usually last an hour at a time—longer than a typical half-

hour coaching session—and using a handset for that long will make
your arm tired or give you a neck cramp. Wearing a headset is better
than putting the telephone on speaker, because the latter still allows
background noise, and often, your voice will sound far away. Request
that participants in your teleclass not use a speakerphone either.
At the conclusion of your teleclass, thank all of your participants, and

ask them permission to follow up with an email. You might send them
additional information on your services, reiterate what you covered
during the hour, or ask them to fill out a short survey or questionnaire.
Some coaches who conduct teleclasses will even offer discounts for
previous students who sign up for future classes. You typically will
already have students’ emails from when they registered for your class,
but ask if you are not sure.
Preparing for Teleclasses and Workshops

Make an outline of the teleclass or workshop that you will be leading,
so that you can keep in mind all of your key points, and refer back to

the outline if you get stuck. Reading from your outline verbatim is
not practical, as you never know what is going to come up during a
teleclass. Your outline should have short, succinct points upon which
you can expand during the actual teleclass.
Prior to a teleclass, most coaches will email participants a reminder

of the upcoming session, and include a brief overview of what will
be covered, the telephone number and PIN (Personal Identification
Number) that callers should use and a primer for teleclass protocol.
The latter basically states that participants should call in on time, use
a land line instead of a cell phone, try to keep background noise to
a minimum and identify themselves when they speak. Like teachers
in conventional classrooms, coaches also may email notes or handouts
about the teleclass, depending on how much information that they will
be covering. But don’t overwhelm your students with dozens of pages
that they have to print out, study and remember.
Some teleclasses actually become “telecourses” and last two or three

sessions, with each session generally scheduled a week apart. Keeping
participants coming back two and three times can be difficult, so if
you plan on extended teleclasses, make sure that you have enough
important information to cover, and always leave your students hungry
for more information at the end of the hour. Something like, “Next
week, I’m going to get into this…”
Finding Teleclass Hosting

PlanetTeleClass (www.planetteleclass.com) and Udemy (www.udemy.
com) offer dozens of new classes and seminars every week on a variety
of personal and business-oriented topics. Sign up for some of the free
classes to get a sample of the different topics. Be aware that long-
distance charges may apply, though. TeleBridge Conferencing (www.
telebridge.com) and InstantTeleseminar (http://instantteleseminar.
com) are other examples of teleclass hosting services. Prices range from
$5 per hour to $25 per hour, not including long-distance charges.
In order to conduct teleclasses on some teleclass hosting websites, you

must first become a certified teleclass leader, or “teleleader,” which
requires a specific number of training hours and can cost a few hundred
dollars, depending on which service you use.

Try conducting a few free teleclasses first, to gain exposure for yourself,
then you can start to charge. Examples of possible teleclass topics are:
• Choosing the right career
• Identifying the challenges of changing careers
• Putting together a job-hunting portfolio
• Tailoring resumes to specific job postings

One of the main advantages to offering teleclasses is that you can
reach a large number of people very quickly. This is, in fact, a two-
fold advantage for the career coach. First, the teleclass format is cost-
effective, since you coach many people in one session instead of one
person at a time over many sessions, reducing both your time spent
coaching and your telephone costs. Second, those who participate
initially in a group session may also be interested in one-on-one
coaching, increasing your clientele.
Teleclasses can also be a good marketing tool, although as suggested

above, you don’t want to overdo this aspect and appear to be trying
too hard to push your other products and services. Still, you can let
participants know that you offer more than just teleclasses. Further,
this is an excellent way to market your services to corporate clients,
since the teleclass can be tailored to a specific corporations needs and
delivered simultaneously to any branch offices they might have around
the country.
One disadvantage to conducting teleclasses is the time invested in

preparing them. Often you can spend hours preparing for a teleclass,
particularly if you have never conducted one before or it is a new class
that you’re developing. However, once you have prepared the material
you can use it again and again.
Another disadvantage is that participation from those calling in cannot

be guaranteed. Sometimes you need to work hard to keep everyone
engaged. An additional disadvantage is that you might find it hard
to determine the benefits and results of the class if you don’t follow
up with a post-session evaluation of some kind such as emailing
participants.

2.2.4 Career Coaching Groups

Some career coaches offer group training for corporate clients (covered
in section 2.3), while others establish their own coaching groups within
their private practice as an alternative or supplement to one-on-one
sessions, which is what we will focus on in this section.
Benefits of Groups
Offering career coaching services in a group setting has many benefits
both for clients and for you as the coach. One of the main benefits to
using group coaching is expanding access to your services. Career
coaching groups can provide participants who cannot afford one-on-
one sessions with a more cost-effective alternative. Plus, working with a
group can enhance the process for some clients who might benefit from
the added support network of others who are experiencing the same
challenges. Working with a group also provides clients an additional
level of accountability (sometimes peer pressure can be a good thing). In
terms of benefits to you as a career coach, working with groups allows
you to reach a wider audience in a more limited amount of time.
Offering Group Sessions

Group coaching sessions, like individual sessions, can be offered
via phone or web conference, or in person. If you will be facilitating
group sessions via phone, you can use a bridge line service, which
allows multiple callers to participate. The number of people who can
participate depends on the service you use. When people sign up for a
group session via teleconference, they receive a PIN that allows them
access to the conference call. You can also include an outline of the
topics to be covered in the group session in an e-mail to participants.
Depending on the topic of the group, sessions generally last a bit

longer than with an individual in order to allow all of the participants
enough time to discuss the particulars of their situation, ask questions,
and receive feedback from you and other group members. Sessions
commonly last anywhere from 1 to 2 hours, once per week over the
course of several weeks. Many coaches choose to skip a week between

sessions to allow participants ample time to process what they have

learned and complete assignments.
Job-Hunting Support Groups

Members of job hunting groups fall into three categories –unem-
ployed, underemployed or unhappily-employed. If you are work-
ing primarily with the former two, consider reducing your fees
significantly or even coaching some members for free. This will help
you establish yourself as a career coach, and you will be doing a
valuable service for clients who really need it. People change jobs,
and former clients may return at some point in the future. Also, they
may know someone who is looking for a job or career change, and
will gladly refer that person to you.
In many respects, you work with a group of job-hunters much the
same way that you work with individual clients. Group members
could offer feedback to each other, and pair off to conduct mock in-
terviews while the other members watched and critiqued. For larger
groups, divide them into smaller groups of three or four. Also give
the members weekly assignments. For example:
• Read the first two chapters of What Color is Your Parachute?
• Rewrite your resume, and bring a copy to show to the group
• Make a list of 10 companies where you’d like to work
• Make a list of the five most important factors for job
satisfaction
• Write a sample cover letter for a job at your ideal company
As the facilitator, you need to be aware of the level of participation from

all of the group members as certain personalities may tend to dominate
the discussion. As when working with individuals, it will be your job to
keep the discussion on topic, ensure that everyone has an opportunity
to express themselves, and that the proper level of respect is afforded to
all group members by other participants. It can also be helpful to follow
up sessions with a personal e-mail to each group member asking if all
their questions were answered in the group and if they would like to
offer any feedback prior to the next group.

The topic of your coaching groups will vary based on your chosen
niche, but they tend to be even more focused than individual sessions.
For example, you might form a networking group for career changers
that allows participants to share networking tips and contacts, as well
as providing practice exercises and feedback, or a job search group for
recent graduates. The following advice on job-hunting support groups
is from the IAP Career College Guide to Become a Life Coach:
2.3 Services for Corporate Clients

Corporate clients are any large organization which hires career coaches
to provide services. In addition to corporations, these clients may
include nonprofit organizations and government agencies. This section
describes the services that career coaches typically provide to corporate
clients. In chapter 5 of this guide you will find advice on how to market
your services to prospective corporate clients.
2.3.1 Outplacement Services

Words like “downsizing” and “restructuring” have moved from
corporate-speak to part of the common lexicon. We all know what
they mean, especially in the current economy, but none of these words
truly capture the impact that they can have on people’s careers and
lives. However, according to a study by The Conference Board, more
corporations are now implementing what they call “compassionate
downsizing,” which includes among other benefits, outplacement
services.
While companies may genuinely care about their employees’ well

being, their investment in these services is generally not done strictly
out of the goodness of their hearts. The bottom line is that outplacement
services have both short- and long-term benefits for the company,
including improving the organization’s image and reducing the
likelihood of litigation by former employees.
The American Heritage Dictionary of Business Terms defines outplacement

as “Assisting employees or former employees in locating jobs with
other employers. Outplacement assistance can range from help with
drafting a resume to extensive job retraining in trades or professions

in demand.” One of our experts describes her experiences in providing

outplacement:
“As a career coach and corporate consultant, I have seen the enormous
difference between outplacement and career coaching. Outplacement is very
literal – what job can you most easily get with the skill set you’ve used before.
Career coaching invites a client to dare to dream big again and to use change
as an insanely rich opportunity to redraw their lives. Big difference!”
— Debbie Robins, M.A.
Coach, author, and advice columnist
While some individuals may be interested in transitioning to a different

field or starting their own business, the typical goal for outplacement
services is to help the job-seeker find employment in the same field – as
quickly as possible.
Although individuals may hire career coaches to provide outplacement

services, most career coaches who provide outplacement services (also
known as “outplacement consultants”) are hired by corporations
to provide services to employees who have been laid off from their
jobs. Some outplacement consultants, rather than working directly
with corporate clients, choose to contract with a larger outplacement
provider, where they maintain a flexible, part-time schedule as an “as-
needed” consultant. This eliminates the need to expend time and effort
in seeking out corporate clients, which can be a difficult market to break
into for a beginning coach without extensive contacts.
Career coach, author, and CEO of the Institute for Career Development,
Marky Stein discusses how outplacement consulting arrangements
with large international firms such as Lee Hecht Harrison (www.
lhh.com) and Right Management Consultants (www.right.com) are
typically structured:
“As a consultant, you will work most of the time for a local or regional
office on an on-call daily, weekly or monthly basis. Occasionally,
you’ll be given the opportunity to perform long-term assignments in
other states and even other countries. Although outplacement firms
employ only a handful of full-time consultants in their offices, there
are opportunities for independent consultants to work on an as-needed
basis.

It’s difficult for an outplacement company to employ a full staff of

many consultants. This is because the company’s revenue depends on
the mercurial nature of the economy which has a direct relationship
with how many corporations are downsizing. Thus, outplacement
consultants, if they choose to have a full-time income, usually balance
their work for the outplacement firm with some other source of
income such as private practice career coaching, executive coaching,
resume writing, or performance coaching.
Since outplacement consultants contract with outplacement companies

on an “as-needed” status, consultants may choose to accept or decline
an assignment without penalty. Ideally, the successful outplacement
consultant will have a highly flexible schedule so that he may accept
assignments when they come in and perform other flexibly scheduled
income producing activities in the gaps between assignments. “
Senior executives typically receive one-on-one coaching for a period of

anywhere between 3 months and 1 year. More commonly, outplacement
is offered in a group setting (which may be known as a “training
program”) and for a shorter length of time, usually 1 to 3 months.
Topics generally include:

• Resume and cover letter writing
• Skills assessments
• Networking
• Job search plans
• Interview skills
• Negotiating offers
Although you will be working with groups or individuals using the

same types of techniques and job search strategies outlined in this
chapter, keep in mind that your client in this case is actually the
company and not the participant. The corporation contracts with
the outplacement provider to offer services for separated employees
without cost to the employee, should they choose to take advantage
of them.
If you are working for one of the larger outplacement firms you will
most likely have to adapt your techniques to their system. While you

will of course bring something of your own coaching style to the

process, these firms typically have pre-formatted workshop topics
and a wealth of printed materials and guidelines that you will need to
incorporate into your sessions.
In offering outplacement services, you will also have to address the

psychological effects that job loss can have on an individual. This can
have a huge impact on the exiting employee’s self-esteem. It is also
not uncommon for the employee who has been laid off to experience
anger (they may go through all the stages of loss) toward the employer
and a reluctance to accept any help offered by them, which can be self-
defeating. Due to the highly emotional nature of the transition process,
many outplacement providers include a site visit to the company to
speak with the outgoing employees on the day of notification, help
address their concerns, and encourage them to utilize the services
being offered.
Coaches working with individuals in these circumstances need to have

a particularly high degree of sensitivity to the issues the employees are
dealing with.
2.3.2 Presenting Training Programs

Training programs are group sessions that companies may hire career
coaches to present. As mentioned in the previous section, group
sessions may be provided as part of an outplacement program and
cover topics ranging from resume writing to negotiating job offers.
In addition, companies hire trainers to provide programs to employees

who are staying with the company. These programs may include:
• job training to teach employees specific skills they will need on

the job (such as customer service, sales, or technical skills)
• professional development training to help employees do their jobs

more effectively (such as communication, stress management, or
time management skills)
• supervisory and management skills training (such as coaching,

conflict resolution, and diversity training)

There are three primary steps involved in presenting a training

program for a corporation:
1. Conduct a needs analysis
2. Design the training program
3. Deliver the training program
Needs Analysis
The first step in training is to assess the needs of the organization. In
some cases company representatives have a clear picture of what
type of training is needed, and may put it in writing in a “Request for
Proposal” (RFP). An RFP is a document that provides information
about the organization, their training needs, and what they require in
a proposal to do the training work. RFPs and proposals are covered in
section 5.4 of this guide.
However, most trainers are hired without an RFP. In these cases,

having a face-to-face meeting with a company representative, such as
an executive, department manager or human resources person, will
be your first step to defining the client’s needs. Typically, this process
begins when you first meet with a prospective client and may continue
after you are hired to carry out the training.
When conducting a needs analysis, it is important to remember that

the company is officially the client, not the employees. Therefore, the
outcome of the training program is whatever the company’s goals are,
not those of employees. You can find information about how to conduct
a needs analysis, including a sample list of questions to ask, in section
5.4.3, “Meeting with a Prospective Corporate Client.”
Program Design
Once the need for training has been established, you will likely be
responsible for designing the training program, although in a few
cases trainers are hired to present programs that have already been
developed by the company. The process of designing a training
program is also known by such terms as “instructional design” and
“curriculum development.” However, you don’t have to develop

a new training program from scratch for each organization. Many

coaches develop training programs that they market to many different
companies, tailoring those programs as needed to meet the needs of
each client.
Program design involves more than simply scripting what you will
say to the trainees. Most adult learning is interactive so you will
need to design group exercises and prepare instructional materials.
Effective coaches who are leading training programs typically have
trainees participate in a variety of activities such as group discussions,
role plays, brainstorming, watching multimedia presentations, and
completing assessments (see box on next page).
You can learn additional techniques for teaching adults through

continuing education classes and organizations such as the American
Society for Training and Development (www.astd.org). There are also
many books available with training exercises, such as the popular series
Games Trainers Play, by John W. Newstrom and Edward E. Scammell.
If you don’t want to create your own training programs, you can
buy programs that have already been developed on subjects such
as communications, change, diversity, leadership, management,
stress management, teamwork, and other topics. For instance,
Inscape Partners offers a DISC package (www.inscapepartners.
com/discclassic) of workshops and assessments. Note: IAP Career
College does not endorse or recommend this particular vendor;
it is offered as an example. Shop carefully and make your own
decisions.
Training Delivery
Training delivery involves conducting training sessions through such
methods as presenting information, facilitating group discussions, and
directing participants through exercises or assessments such as those
described above. Section 5.3.4 on “Speaking Engagements” offers some
useful resources for coaches who want to develop their confidence and
skills speaking to groups.

Assessing Group Dynamics

Despite the old saying “there is no ‘I’ in team”, you cannot discount
the role of the individual in any successful, or unsuccessful, work
team. While a good team may be described as the whole being
greater than the sum of the parts, it is equally true that intelligent
and otherwise productive individuals can be put in a group and
perform poorly. So what qualities differentiate a successful team
from one that struggles?
Belbin Self-Perception Inventory

If you are working with a group or department within an orga-
nization where group dynamics are important, determining each
person’s Belbin Team Role may be useful. Based on Dr. Meredith
Belbin’s research at Henley Management College in the United
Kingdom, team role theory asserts that the presence or absence of
different “clusters of behavior” representing different roles within a
team, can affect the team’s success or failure.
The Belbin Self-Perception Inventory of team roles is a widely used

behaviorally based model. Belbin defines a team role as our “ten-
dency to behave, contribute, and interrelate with others in certain
distinct ways”. According to this model, the following underlying
factors influence team role behavior:
1) Psycho-physiological factors (especially introversion vs.
extroversion)
2) High level thought/mental abilities can override personality
3) Values
4) Environment
5) Personal experience/cultural factors
6) Learning to play a needed role.
His theory attempts to explain individual behavior and influence on

team productivity based on patterns comprising 9 potential differ-
ent roles within a work group, each of which have specific strengths,
what Belbin refers to as “allowable weaknesses”, and “unallowable
weaknesses” (those weaknesses which undermine the team’s ability
to function and meet its goals).

The Belbin Team Roles
ACTION SOCIAL THINKING

Completer Finisher Coordinator Monitor-evaluator
Implementor Resource Investigator Plant
Shaper Team worker Specialist
You can learn more about these roles, what qualities comprise each,
and how they interact with each other on the Belbin website at
www.belbin.com or by picking up a copy of the book Management
Teams: Why They Succeed or Team Roles at Work, both by Meredith R
Belbin.
2.4 Establishing the Coach/Client Relationship

In the rest of this chapter, we will examine the stages of the career
coaching process, beginning with establishing the coach/client
relationship. This process should be modified based on your individual
client’s needs, goals, time frame, budget, and the point from which they
are starting. Someone who knows what industry they want to work in,
for example, wouldn’t require the interest and skills inventories that a
career-changer or recent college grad unsure of their direction might.
Likewise, if you are planning to work primarily with corporate clients
instead of selling your services individuals, you will need to adjust
your process accordingly.
As you examine the steps in the career coaching process, think about
how you can integrate this into marketing your business as well. For
example, design your own program around these basic stages and break
them down into smaller steps. You will notice, if you spend some time
looking at their websites or talking with them, that many coaches get
creative about presenting these same basic stages of the career coaching
process.
The goal is to reach clients by presenting the steps in a way that is

memorable, unique-sounding, and usually targeted to appeal to
their niche market. You will often hear career coaches talk about their
“system,” “program,” or “steps to success.” This then becomes part

of their personal brand. In addition to distinguishing you from other

coaches, having a measurable system also helps to make the process
more tangible to the client.
2.4.1 The Initial Consultation

No matter what marketing techniques you use to attract prospective
clients (see Chapter 5), you can expect to start getting calls from people
interested in using your services. In this section you will find some
tips for working with prospective clients and turning them into paying
clients.
The initial consultation is almost always offered free of charge. This

is an opportunity for the client to evaluate you and your services, and
to ask questions about the process and what you can do for them. By
the same token, it is a time for you as the coach to evaluate whether or
not the client is someone you want to work with, and whether you can
address their current needs.
Treat the initial consultation as the foundation on which the coaching

relationship is built. Pennyslvania-based career coach Dr. Barbara
Gronsky comments on the importance of using this time to establish
realistic goals for coaching:
“I have learned to address setting expectations of our roles (who will

do what) at the very beginning of the relationship, typically in the
course of our first meeting or conversation. Laying good groundwork
makes all the difference in the world in achieving a positive outcome.”
How to Respond to Inquiries

Your first contact with prospective clients will often be over the phone,
when they call in response to your marketing to ask about your services
and prices. For this reason, it is important that your telephone is always
answered in a professional, friendly voice with your company name. If
you are not available, have your voice mail take a message. Or, if you
prefer, you may want to make it a policy to always let your voice mail
answer calls and return them at a time of day that you set aside for this
purpose, when you are fully prepared to answer questions and do not
have any distractions.

Do not allow children or anyone who isn’t involved with your business
to answer your business phone, and be sure to have your voice mail
pick up if you are running after a screaming child or the family dog.
If you are using a cell phone, be sure not to answer it from a noisy
public location, while on the treadmill at the gym, or from a spot where
reception may be poor. A harried, out of breath, or cut off response does
not make a good first impression of your business.
Have a full packet of your promotional materials on your desk near the
phone so you can refer to them, and be sure you don’t leave anything
out. If possible, get the caller’s phone number and email address. Then
you’ll have this information to enter it into your database if the caller
becomes a client. You’ll also have it if the caller doesn’t immediately
become a client but is someone you wish to keep in touch with.
(Always get permission before adding a prospective client to an email
list.)
Members of the public calling you for the first time will typically
be searching for information about your services and what they
cost. What they are also doing, at least in part, is sizing you up and
deciding whether or not they feel comfortable with you. Do you
sound confident in what you have to offer? Can you help them with
their concerns? A successful telephone consultation is all about using
your communication skills effectively. To insure success, you can use
the following list of do’s and don’ts as a guideline for talking with
individuals. See section 5.4.3 for advice on speaking with prospective
corporate clients.
DO
• Ask open-ended questions to determine the individual’s needs
• Ask what the prospective client’s expectations are and convey

yours
• Use your listening skills
• Respond clearly and concisely to questions or concerns
• Show genuine empathy and try to establish rapport

• Get an overview of the client’s career history and what is currently

standing in the way of achieving their career goal
• Explain the strategy you would use to address their problem
• Discuss your coaching style and techniques you might use
• Make the client feel at ease and acknowledge the courage it took
for them to contact you and take active steps to address their
career goals
• Be upfront about costs
• Be confident in the value of the services you provide
• Let the client know of any special qualifications you have that
relate to their situation (for example, experience in their industry)
DON’T
• Interrupt the client while they are speaking
• Use a hard-sell approach
• Try to solve the client’s problem during the consultation
• Give advice
• Do most of the talking or talk about yourself too much
• Try to rush the person into committing
• Make judgments or assumptions about the prospective client
• Pretend to have expertise in an area you are unfamiliar with
• Agree to work with any client you don’t feel comfortable with
or whose problems are beyond the scope of career coaching (e.g.
depression)
If they are not ready to make a commitment, it is best to respect that and
not try to push them. The client is a collaborator in the coaching process
so they need to be fully engaged before proceeding. Do, however,
follow up with them at a later time if they have given permission for
you to contact them again.

If the potential client is ready to go forward and is someone you would

like to work with, try to schedule the first appointment while you have
them on the phone. Let them know about payment options (see section
4.3.4, “Getting Paid”), and that you will be forwarding them some
paperwork to complete and return prior to your first session. Try to set
a certain number of sessions in advance based on the individual’s stated
goals (most career coaches offer packages with discounted prices for a
longer upfront commitment), but let them know this can be flexible as
needed.
2.4.2 Client Intake Procedures

So your consultation went well and you’re hired – great! You were
successful in establishing rapport with your new client, and are looking
forward to getting down to coaching.
First, however, appropriate paperwork needs to be completed so that

everyone is on the same page regarding the parameters of the career
coaching relationship. Even though this may have been discussed
during the initial consultation, the agreement should be formalized
in writing with a contract signed by both parties. The contract will
specify the terms of your relationship, including fees, policies about
missed appointments, and a legal disclaimer (see section 4.5 for more
information and a sample contract).
Along with the contract, you can ask for a current resume, if the client
has one. In addition, you will typically e-mail the client an intake form
which will provide you with more details about their goals, as well as
any current life stressors that may impact the career coaching process.
Another option is to set up a secure page on your website where
clients can complete and submit the form electronically. If you are
technologically savvy, you can upload form data directly into an Access
database, where you can easily recall it electronically and generate
assorted queries and reports. If not, a simple paper form will do just
fine.
Upon reviewing the completed form, you may discover the client has
additional needs that they may not have been presented during your
initial conversation. These are issues you can bring up with the client
during your first session. If they are additional career-related issues,
and the client has the time and budget for it, they might require more

sessions than initially agreed upon. If, however, there appear to be

issues that are outside the scope of career coaching, you should have a
list of referral sources (psychological, medical, and legal) ready as well.
On the next few pages is a sample intake form, which you can modify
as necessary to suit your individual needs.
E-mail is the most expedient means for sending the required forms
and contracts to your clients, particularly if your first coaching session
is scheduled within a short time. Emailing also helps keep operating
expenses down. However, if you have the budget for it, you should
also consider sending some additional materials by regular mail.
This creates a professional impression and provides your clients with
something tangible.
The mailing might include items such as a welcome letter, copies of

forms and contracts, a brochure, and a recommended reading list.
You could also include a priorities checklist like the one below to help
the client begin thinking about the stages of the coaching process and
where they might be stuck.

Sample Client Intake Form

Contact Information
Name: _________________________________________
Street Address: _________________________________________
_________________________________________
_________________________________________
City/State/Zip: _________________________________________
Phone: __________________________________(Daytime)
__________________________________ (Evening)
Cell: _________________________________________
My preferred contact number is (check one):

q Daytime q Evening q Cell
Email: ____________________________________(Home)
____________________________________ (Work)
May we contact you at your work e-mail? (check one):

q Yes q No
Website (if applicable):___________________________________
Personal Information
Age: _________
Date of birth _________ (mm/dd/yyyy)
Marital status: _________
# of children: _________
Have you worked with a career coach previously? (check one):

q Yes q No
If yes, when and for what length of time: ___________________
_______________________________________________________

Have you worked with a therapist? (check one):

q Yes q No
If yes, when and for what length of time: ___________________
Major issues addressed (e.g. depression, anxiety):
_______________________________________________________
_______________________________________________________
Education
Number of years of education: _________________
Colleges or universities attended: Degrees earned:
Professional certifications held:

_______________________________________________________
_______________________________________________________
Employment Information
Name of current employer (if applicable):
_______________________________________________________
Location of employer (city/state): __________________________
Type of business: __________________________________
Your Occupation/Title: __________________________________
Your primary duties: __________________________________
How long have you worked for your current employer?
_______________________________________________________
If you have held other positions with this employer, please list
them:
_______________________________________________________
_______________________________________________________

Previous employers:
_______________________________________________________
_______________________________________________________
Assessment Information
If you have taken the Myers-Briggs Type Indicator and know
your 4-letter type code, please list it here: _______________
If you have taken the Strong Interest Inventory and know your
Holland Type code, please list it here: _______________
Have you taken any additional skills, interest, or personality

inventories?
q Yes q No
If yes, which ones?
_______________________________________________________
_______________________________________________________
Career Goals and Accomplishments

Please list your short-term career goals (be as specific as pos-
sible):
1.______________________________________________________
2.______________________________________________________
3.______________________________________________________
4.______________________________________________________
5.______________________________________________________
Please list your long-term career goals (be as specific as pos-

sible):
1.______________________________________________________
2.______________________________________________________
3.______________________________________________________
4.______________________________________________________
5.______________________________________________________

What career accomplishment are you most proud of?

_______________________________________________________
_______________________________________________________
_______________________________________________________
_______________________________________________________
What would your ideal career look like?

_______________________________________________________
_______________________________________________________
_______________________________________________________
_______________________________________________________
What is the main goal you would like to address during career
coaching?
_______________________________________________________
_______________________________________________________
_______________________________________________________
_______________________________________________________
What other personal or professional information would you like

me to be aware of as your career coach?
_______________________________________________________
_______________________________________________________
_______________________________________________________
_______________________________________________________
Are you currently experiencing any significant life stresses or

situations that might affect your career coaching progress?
_______________________________________________________
_______________________________________________________
_______________________________________________________
_______________________________________________________
Thank you for taking the time to complete this form. Please
return the form prior to your first scheduled appointment.

You can find some great advice on compiling your “welcome packet,”
as well as a few additional free time-saving sample forms you can re-
brand with your own logo and use (make sure you read the licensing
terms first) at www.thecoachingtoolscompany.com. Keep in mind that
this company also offers life coaching tools, so look for those that are
specifically geared toward dealing with career-related issues.
2.4.3 Career Coaching Session Basics

Whether you are working with individuals, groups, or offering
outplacement services, the basic stages of the career coaching process
are:
• Self-evaluation: Clients examine their interests, skills, values,

personality, educational background, work experience, any
personal barriers or constraints.
• Research: Clients conduct career research to learn about fields

or companies of interest, including networking and conducting
informational interviews.
• Decision-making: Clients evaluate the results of research, set a

series of measurable job search goals.
• Implementation: Develop the targeted resume and other

personal marketing materials, conduct the job search, practice
interviewing, continue research and follow up with leads.
Not every client will need to go through each of these steps, and some
clients may take longer in completing certain steps than others, or need
to break them down further (see section 2.4.3 Creating Action Plans
later in this chapter).
Determining the Number of Sessions Needed

Some clients may require only one session, while others may need as
much as 6 months of weekly coaching sessions. Three sessions per
month over a period of one to three months is about average. So how
do you determine how long the process will take? Before you can help
the client define where they going and how long it will take to get there,
you need to be aware of the starting point. It is not productive to jump

directly into the job search process if someone has not done adequate
preliminary work in determining what their ideal job is.
Sample Priorities Checklist

Please rank the following items from 1 to 5 in order of priority
to be addressed during career coaching (1 = area where you feel
you require the most assistance). Circle the subcategories under
each that you are most interested in pursuing.
____ Exploration and Assessment

• Understanding your personality type in relation to job
satisfaction
• Knowledge of transferable skills, interests, and values
• Coping with barriers such as stress, lack of support,
confidence issues
• Creating a new professional objective that incorporates the
above
____ Industry Trends

• Learning about trends in your field and their impact on
your objectives
• Obtaining knowledge or credentials needed to stay
competitive in your field
____ Market Research

• Identifying opportunities and researching organizations
• Finding your target job market
• Defining effective search criteria
• Identifying the search techniques that suit your professional
objective

____ Personal Marketing Materials

• Resumes, cover letters, references, and thank you notes
• Personal branding
• Creating an online presence
____ Networking
• How to network effectively
• Updating contacts and maintaining relationships with
colleagues
• Cultivating new professional connections
• Informal networking opportunities
____ Interview Techniques

• The behavioral interview
• Developing interview skills
• Interview practice
____ Evaluating and Negotiating Job Offers

• How to navigate the process
• Salaries and benefits
• Weighing other factors such as hours, location, company
culture, and opportunities for growth
Other clients may not have the budget for an extended number of
individual coaching sessions (though career coaches typically offer a
discounted rate for more than 1 month of coaching; see section 4.3 on
setting fees). Clients with a limited budget, those who need work on
group communication skills, and those who are experiencing a sense
of isolation in their job search, might benefit from the added support of
working with a group that focuses on a particular part of the coaching
process. This can also impact the number of sessions.

Ideally, if both parties agree, a preliminary number of sessions

should be determined during the initial consultation before coaching
commences, with the idea that this may be extended as the process
evolves. You never know where a probing question might lead, or what
new insights might come to light, as you gain your client’s trust and
they begin to reveal what they really want and what may be holding
them back from achieving it.
If you’re providing outplacement services, the number of individual or

group sessions will be determined up front based on what the company
has contracted for.
Monitoring Session Length

Career coaching sessions generally last between 30 and 60 minutes,
with 40 minutes being about average. If you are coaching over the
phone, a shorter session, 30 to 45 minutes, makes it easier for clients
(and you) to stay focused. Shorter sessions are also cost-effective for
those clients who may not have unlimited long distance calling plans.
It’s easy to lose track of time when you are engrossed in a conversation,
so it can be helpful to have a clock, timer, or watch prominently located
somewhere in your workspace to refer to. If you are working over
the phone, you won’t have to worry about appearing as if you’re not
listening by checking the time constantly.
While you certainly want to be aware of the time and make an effort
to adhere to the schedule, if you and your client are in the middle of a
discussion that requires a few extra minutes, it’s never a good idea to
cut them off because they’re gone a few minutes over or to charge them
additional fees for the extra time. By the same token, always respect
your client’s time and realize that they may have other appointments
too and need to end the session as scheduled, even if you are willing to
give them extra time. You may also encounter the occasional client who
consistently goes over the scheduled time, possibly because they are
wandering off topic. In this case, you might need to let them know that
you will need to charge for the extra time or advise them to schedule a
longer session.
If you note that you only have 5 minutes left in a session and the client
is about to open a large can of “what-should-I-do-with-my-life” worms

(which is actually not uncommon), you can avoid rushing or seeming

dismissive by suggesting that you start off with that topic in your next
session so that you can devote the time and attention that it deserves.
You can also provide a homework assignment related to this topic (e.g.
research of a subject, or journaling) so the client can do preliminary
exploration on their own and be adequately prepared to discuss it
during the next session.
As you come to the end of your session, politely let the client know
that your time for the week is just about up, ensure they have their
homework assignment for the following session, and confirm their next
appointment date and time.
Staying on Track
During the course of the session, try to recognize when you are getting
too far off topic and gently (or with some clients, perhaps firmly) steer
them back on course. Remember, the client came to you with a specific
goal and it is your job to help them attain that to the best of your
ability within the specified time frame. While developing a rapport is
important, it is equally important to avoid letting the session become
completely undirected.
There are also times, however, when veering off course will be
necessary, relevant, and even quite productive, as new realizations
and goals may emerge during the coaching process. Imagine that the
client is in the driver’s seat and you are in the passenger seat with the
road map. You know where you are and where you’re going, but if the
client’s goals or priorities begin to change as a result of the coaching
process, be flexible about changing direction.
Your Coaching Style

While an ability to show empathy, be authentic, and be a positive role
model are important qualities for anyone interested in becoming a
career coach, there are also some unique qualities that you will bring
to the table based on your own experiences and personality. Your
coaching style is a reflection of you and your personality, and probably
influenced your client’s decision to hire you. There is no need to try to
act the part of someone you are not.

However, you should be prepared to modify your style and the

techniques you employ based on the client’s needs and temperament.
It’s easy to get caught up in a pattern when you’re used to working
a certain way and having success with it. If you find in a particular
instance that you’re not getting the results you want, try thinking
outside the box and using a new approach.
Some clients may require, and even prefer, that you be more direct or
confrontational while others will respond better to a gentle approach.
Part of this will be up to you and how well you are able to read your
clients. You’ll get better at this as you gain more experience. You can
also ask the client what they are most comfortable with if you are
unsure.
Your Client’s Learning Style and Preferences

In terms of techniques, some clients who enjoy writing may find
worksheets helpful in thinking through problems and journals useful
for brainstorming ideas or exploring emotions. Others might respond
better to more interactive techniques, like role-playing. You can use
a combination of these types of activities to help get a sense of your
client’s likes, dislikes, strengths, and areas in need of improvement.
How directive you should be with your clients also depends on

personality, as well as level of experience, age, and level of motivation.
Career coach Sheila Curran observes that working with young clients
may require certain adjustments on the part of the coach:
“Recent college graduates typically enjoy the personal attention and

directive approach provided by a career coach. But they will expect
the coach to understand their world, their aspirations, and the realities
of the modern job search. Coaches will be expected to understand how
to connect a student’s education to their career, and how to harness
the power of social media to achieve results. One key issue to consider
when deciding whether to accept a coaching assignment with a recent
grad: if his parents are footing the bill, you may end up with a more
difficult, unmotivated client.”
If you begin the coaching process by having your client take a

personality assessment (more on this later in the chapter), the results
can help provide you with some clues as to their learning style and how
to most effectively communicate with them.

Handling Difficult Situations

Other uncomfortable situations may arise during the coaching process
that might challenge your preferred approach. For example, the client
may lack the qualifications for the job they really want, or their salary
requirements may be unrealistic for the job they are seeking. Perhaps the
client is just “difficult” and you suspect that their confrontational attitude
may be hindering their job search efforts. You do your client a disservice
by avoiding uncomfortable issues that need to be discussed. Sometimes
you’ll need to say things that your client would rather not hear.
However, if you try to have this conversation or push the client too hard
when they are not ready or are in a highly emotional state, they may
shut down altogether. This is where intuition and your other powers
of perception can help you to gauge what your client can handle and
when, as well as topics they may be avoiding and false assumptions
they may be holding onto that are getting in the way of their success.
Some clients are not difficult so much as they are resistant. Career coach
Barbara Gronsky shares the following:
“One of the challenges that I have encountered with many clients

is that the process is a collaborative effort, where they need to do a
significant part of the work. So, to be successful, the client needs to
take ownership and responsibility for his part of the process.”
Resistance often shows up in the form of a client’s procrastination

in achieving the goals you have helped them outline for themselves.
Kathy Robinson, a career coach based in the Boston area, offers her
perspective on the importance of dealing with client resistance:
“Many clients experience high stress and deep resistance when

thinking about changing jobs or careers. This often shows up
when the client fails to complete assignments between meetings.
The trick for a career coach is to gently help determine the source
of the resistance, and then help the client figure out if he/she is
procrastinating for one of two reasons: 1) they really don’t know
how to do something (i.e. informational interviewing) or 2) deep
down, they really don’t want to do something and haven’t been able
to articulate that yet. I find that bringing resistance into the light of
day and talking about it openly, not scolding someone for not doing
their homework but really accepting that their resistance is telling us
something important about their process.”

As a career coach, it is only natural that you will come to care about
your clients and their well-being. Your concern for others and desire
to help is part of what drew you to this profession. However, it is
important not to fall into the trap of becoming emotionally involved
or trying to do the client’s exploratory and emotional work for them. In
the long run, you will not be helping them and will likely find yourself
experiencing burnout before long.
2.5 Career Coaching Techniques

Every coach has preferences in terms of techniques, and different
methods will be more successful with some clients than others. The
following, however, are a few basic techniques that all beginning
coaches should be familiar with. As with anything else, you will
improve in your ability to effectively utilize these as you gain more
experience.
2.5.1 Using Open-Ended Questions

One of the most important tools in your career coaching kit will be
your ability to ask relevant questions that get at the heart of an issue
while still allowing clients the freedom to express themselves and
come to their own realizations. Career coach Sharon DeLay shared the
following advice for new career coaches who may be overly eager to
help:
“One of the biggest mistakes is to go into coaching thinking you’re a

problem-solver and you can tell people how to solve their problems.
You might be surprised where people end up if you simply ask a few
questions and then sit back and listen.”
The questions you ask won’t necessarily be the same for everyone,
but it’s good preparation as a beginning coach to familiarize yourself
with some general open-ended questions that you can use to help elicit
the type of responses you’re looking for. If you’re coaching over the
phone, it’s okay to keep a list of potential questions nearby at first in
case you’re afraid of going blank on what to say. However, you don’t
ever want to sound like you’re reading stock questions. The questions
will become more instinctive with time and practice. Listen to what the

client is telling you and allow your questions to flow naturally from the
conversation.
Not all of your questions need to be open-ended. Sometimes you will

just be asking for a simple fact or a yes or no response. Open-ended
questions, however, will generally elicit more details, provide subtext
and insights beyond just facts, and keep the client actively engaged.
The following are examples of the types of open-ended questions you
might ask your clients:
• What career dreams have you given up on?
• What appeals to you about that career?
• What career dreams did you have as a child?
• What did that job mean to you?
• How have you tried solving that problem in the past?
• What are some of your strengths?
• How would you measure career success for yourself?
• What do you feel was your greatest contribution at work this

year?
• Why is that important to you?
• What timeframe do you think is realistic for meeting that goal?
• What steps have you taken toward that goal?
• How do you think your co-workers would perceive that?
• What scares you about that?
• What do you think might happen if you tried that approach?
• How would accepting this job offer affect other aspects of your
life?
• What would you do differently the next time that occurs?
• What other options have you considered?

2.5.2 Listening and Responding

Asking good questions is only as valuable as your ability to hear
and interpret the responses, and to follow up appropriately. If you
are thinking about what question you are going to ask next, you’re
probably not fully listening to your client. As someone who is interested
in career coaching and helping people, you may already be a good
listener. That’s a great start, and something you can build on. But as a
career coach, it’s particularly important to understand that sometimes
the factual content of what is being said is secondary to the underlying
subtext or emotion the client is expressing.
You may have heard the terms “active listening” or “reflective listening”
used in both business and personal contexts to facilitate improved
communication. The BNET Business Dictionary defines active listening
as “a technique for improving understanding of what is being said by
taking into account how something is said and the nonverbal signs and
body language that accompany it. This technique requires receptive
awareness and response on the part of the listener.”
You can employ active listening techniques with your clients to help
ensure that you understand what they are really conveying and that
you are responding in a way that makes them feel understood, safe, and
encourages continued exploration. These communication techniques
include:
• Paraphrasing or Reflecting Content: Using your own language to

repeat back or summarize what the client is saying, confirming
that you have heard and understood the facts.
• Probing: An open ended statement or question to elicit further

details, such as “Tell me more about that” or “Why is that
important to you?”
• Reflecting Feeling: Communicating meaning or feelings that are

implied from the client’s statements; for example “It sounds like
being passed over for the promotion made you question your
own value.”
• Clarifying: Used to hone in on the intent of a client’s statement; for

example “Can you explain what you mean by that?” or “Can you
give me an example of that?”

• Summarizing: A brief statement bringing together facts and

feelings to show understanding of the complete message;
typically used later in a conversation or toward the end of a
session.
You can practice using these techniques outside of the coaching

relationship as well, so that they become second nature. Try employing
them in resolving a conflict with a co-worker, friend, or family member.
You can find examples of these techniques in action in the HBO series
In Treatment (available on DVD). While the fictional interactions in the
show are between a psychotherapist and his patients, a far different
and more complex relationship than exists between coach and client,
it still provides a useful illustration of how powerful and effective
these techniques can be when used with skill, empathy, and a non-
judgmental attitude.
2.5.3 Creating Action Plans

If there’s one thing career coaches everywhere can agree on, it’s that
they love action plans! While the specific steps in the plan may vary
based on the situation and goals, action plans help ensure that your
client’s time is being spent efficiently and productively. They are the
road map for the journey.
Even the most motivated and hard-working of clients is just spinning

their wheels if they don’t have a strategy that is moving them toward
their goal. You wouldn’t coach a basketball team without creating a
strategy that included knowing your team’s strengths, preparing them
to execute the plays to the best of their ability, and knowing how you
match up against your opponent. The career change and job search
processes work in much the same way. With action plans clients are
held accountable every step of the way and can easily measure the
progress they are making toward their goals.
An overall action plan should be created early on in the coaching

process, including a timeline for accomplishing each step. Additional
“mini-plans” can be implemented as well focusing on the individual
client’s needs. This can include creating weekly plans, or breaking
larger more intimidating steps, such as networking, down into smaller
more manageable ones. A sample action plan appears on the next page.

Sample Action Plan

Potential Complete Date
Goal Action Steps Barriers & (Estimated/
Solutions Actual)
Example: 1. Develop • Professors are
Complete contact list: no longer with Oct. 1
4 infor- friends, the university
mational family, former (ask former
interviews professors colleague for
e-mail)
2. Research • Not sure Oct. 3

contacts through how to access
online alumni database
network (contact
database career services
office for
instructions)
3. Send out Oct. 5
e-mails or make • Unsure what
calls requesting questions to
informational ask (research
interview and get
feedback)
4. Prepare for Oct. 5

info interviews:
write question
list
5. Conduct 2 Oct. 15
informational
interviews per
week

Potential Complete Date

Goal Action Steps Barriers & (Estimated/
Solutions Actual)
Goal #1:
1.
2.
3.
4.
5.
Goal #2:
1.
2.
3.
4.
5.
Goal #3:
1.
2.
3.
4.
5.
2.5.4 Role-Playing
2.5.4 Role-Playing
Most commonly, this technique is used to practice interview skills. The
coach will take the role of the prospective employer and will conduct
a complete interview with the client, asking various types of questions
that might be presented during the course of an interview. You can find
a list of interview questions in section 2.9.2 of this guide.
Career coaches may also use role-playing scenarios with their clients
to help them improve communication skills if there are difficult
conversations with their employer or situations they are unsure how
to handle.
At the end of the role play, the coach will ask for the client’s input,
how they felt about the process, whether they were confident or if any
particular areas gave them cause for concern or needed additional
work. They will also provide their feedback on verbal and nonverbal
messages that were conveyed, and provide insights into what an
employer might be looking for. If the session is being conducted in
person, the mock interview may also be recorded, with the client’s
permission, so that they can see for themselves how they are coming
across to others.
The role-playing process might feel uncomfortable at first, both for you
as the coach and for your client, but it can be a powerful tool in boosting
a client’s confidence and ensuring they are prepared for whatever might
come their way during an interview or difficult situation at work.
2.5.5 Homework
It is a common practice for career coaches to give their clients homework
at the end of each session. While the mere mention of the word may
cause bad flashbacks, it can be a valuable tool in the coaching process.
Homework is helpful in ensuring that the time between your meetings
is productive, as clients are encouraged to think about and put into
practice what they have learned.
Reviewing the client’s responses to exercises, or their feelings about

the exercises, during the next session provides a helpful jumping off
point for discussion and can help give you and the client additional
insights. This is also a great way to keep clients accountable for their

progress. It provides a series of tangible “baby steps” they can look

back on throughout the process to help keep track of the progress being
made toward their goal.
As with listening skills, it is important for a good coach to learn to read

between the lines when reviewing homework assignments with clients.
For example, look not only at the content of answers to worksheet
questions, but how they are answered. Were any questions skipped or
were responses sparse? These may provide clues to areas where the
client needs to do additional work.
Homework assignments might include variations on any of the

following:
Journaling
Helps clients keep track of their goals, feelings about the process, and
brainstorming ideas; content may or may not be shared with the coach.
Worksheets
More directive than journaling, worksheets generally address a specific
topic and have questions designed to guide the client and get them
thinking.
You can make up your own worksheets, use the examples found in
this guide, and find others through professional associations (some will
be free to members or to those who enroll in a certification program;
others will be available for purchase).
Independent research
The client learns more about a career field of interest or companies
they might like to target through Internet research or informational
interviewing.
Networking
The client joins a group or professional association, attends formal or
informal networking events, and takes active steps to make connections
within their industry.

2.6 The Career Exploration Process

“Prior to coaching, the client may never have spent ample time considering
his/her skills, passions, and values as related to career. Often, we choose a
career based upon factors such as money, pleasing others, convenience, or
opportunity, without considering how it actually fits with who we are. In
working with such a client, adequate time must first be spent exploring the
client’s skills, passions, and values before goal-setting can commence.”
— Dr. Colleen Georges, CPCC, LPC,
Many people end up in careers by accident or through a process of trial

and error. Sometimes they luck out and end up in a profession they
love. But the odds are greatly increased if they spend some time doing
a little self-exploration and research. If the client has not already done
this, then it is step number one in any job search action plan. As Farrah
Parker, Workforce Development Analyst, maintains, “the truly savvy
coach delves deep into a person’s skills set to uncover passions or skills
that may not be reflected on a resume.”
On the other end of the spectrum, some clients may have so many
diverse interests that they have a difficult time determining which of
their passions might be a suitable career versus a hobby. In either case,
you will need to spend some time helping them become more self-
aware.
In addition, many clients may not know all of the professional options
that are open to them because they have not conducted enough research
on various career fields and the skills and education needed to succeed
in them. This lack of information limits their opportunities and ability
to make good choices.
2.6.1 Using Assessments

One way to help a client evaluate their skills, interests, and personality
in relation to career options is to have them complete one or more
assessments to help clarify their preferences. It is important that your
client understand that this is not the same as a “test” – there are no right
or wrong answers and they in no way measure intelligence or abilities.

Myers-Briggs Type Indicator®

The Myers-Briggs Type Indicator® (MBTI), based on the concepts of
noted psychiatrist Carl Jung, was developed out of Katharine Briggs’
and her daughter Isabel Briggs Myers’ frustration with the lack of an
instrument designed to measure healthy differences in human behavior.
A unique factor of this instrument, which differentiates it from

other widely used personality assessments such as the Minnesota
Multiphasic Personality Inventory (MMPI), is its use of non-
pathological language in describing each of the 16 personality
types. All types are seen as equally valuable and having unique
contributions to make. While not specifically designed as a career
assessment, substantial research correlating personality type and
occupation has been accumulated.
Exercise:
Understanding Preference
Try this simple experiment to help illustrate the concept of prefer-
ence (you can use this to illustrate for your clients as well). Take a
piece of paper and a pen and write your name. No brainer, right?
Now switch the pen to your other hand, your non-preferred hand,
and write your name again. That was a little harder, wasn’t it?
Compare the two results. Unless you are ambidextrous, it probably
took a lot more focus, more time, and the result of your second at-
tempt probably doesn’t look as smooth. You have the ability to write
with either hand if you work at it. But the first time you wrote your
name you didn’t stop to make a conscious choice about which hand
to use. You just naturally fell back on your strength.
Think about the below personality type scales in the same way as
you do left- and right-handedness. With effort people can develop
the areas that don’t come naturally. In fact, particularly in later life,
people often enjoy the challenge of working at something that is not
an innate area of strength.
The MBTI attempts to measure how people prefer to take in and

perceive information about the external world (their learning style),
how they make decisions, and whether they are primarily energized by

their internal or external world (i.e. ideas and feelings, or people and
surroundings). Individuals are placed on 4 scales, each considered a
continuum where people utilize both ends of the spectrum, but tend to
rely more heavily on one than the other based on their own strengths
and what is most comfortable.
So, while it can be extremely helpful to know personality type in order

to get an idea what sort of career might suit someone, it is never a
good idea to use this to categorize people or limit their choices. Myers
asserted that the individual is always the best judge of their own true
type. This uniquely humanistic approach to assessment fits nicely with
the career coaching relationship as partnership model.
The 4 Preference Scales of the MBTI

Where an individual derives their psychological energy:
Introverted (I) Extraverted (E)

(internal world of ideas) (external world of people)
How an individual processes information:

Intuition (N)
Sensing (S)
(meaning behind/
(just the facts)
interpretation of facts)
How an individual makes decisions:
Thinking (T) Feeling (F)

(based on logic) (based on effects on people)
How an individual prefers to structure their life:
Judging (J) Perceiving (P)

(prefers closure, being definitive) (prefers keeping options open)
The 16 Types Explained

A more detailed summary of the four preference scales and what they
mean can be found on the Center for Applications of Psychological
Type (CAPT) website at www.capt.org/mbti-assessment/mbti-
overview.htm. You can find a good summary of the 16 possible type

combinations on the Myers & Briggs Foundation website at www.

myersbriggs.org/my-mbti-personality-type/mbti-basics/the-16-mbti-
types.asp.
Identifying Your Own Personality Type

As you read the descriptions of each of the four scales on the website
above, write down which of the two options sound most like you.
Once you have completed this for all four scales and have a four
letter code, read the relevant type description. Does this ring true for
you? Read through the other 15 descriptions for comparison. Does
the one you chose initially still seem most accurate? Now compare
the type you identified as most like you with your result on one of
the comparable free assessments at the end of this section to see if
they match.
Qualification Requirements
According to the Myers & Briggs Foundation website, “The MBTI
instrument is a restricted assessment tool and requires qualification
in order to administer it to others.” The MBTI publisher, CPP, Inc.,
requires that you both hold a bachelor’s degree and have completed
a course on psychological tests and measurements at an accredited
institution, or that you complete a privately offered CPP-approved
training program and pass an exam. This is done in order to ensure
that the person administering the assessment understands the
underlying principles and what they are trying to measure, how the
results should and should not be used, and how to properly interpret
them with the client.
If you are interested in qualifying, CAPT (co-founded by Isabel Myers

and psychologist Mary McCaulley) is one of the most widely-known
and respected providers of MBTI certification training. They offer
4-day certification workshops on multiple dates throughout the year
at several locations across the U.S.. Another training organization,
Qualifying.org (www.qualifying.org/about/mbti.php), offers online
certification programs if an on-site workshop is not practical for you.
Other MBTI References

CAPT is also a great source for many useful books and tool kits on
utilizing type in the career search, and the publisher of the Journal of

Psychological Type. One rather weighty but useful reference tome if you
plan to use the MBTI extensively in your practice is the Myers-Briggs
Type Indicator Atlas of Type Tables by Gerald P. Macdaid and Mary H.
McCaulley. This may also be available in your local or college library
for research purposes if you don’t want to invest in your own copy.
Strong Interest Inventory®

The Strong Interest Inventory ® is another popular assessment used
to help people make career decisions based on their interests. The
instrument was initially developed by E.K. Strong, a researcher at
Stanford University. An individual’s interests are matched to both work
and leisure activities, then compared with others who have similar
interests in order to determine areas of potential career satisfaction. The
basic assumption behind this is that people who have similar patterns
will be attracted to similar occupations -- those that most encompass
their interests and values on a day to day basis.
One up side of this instrument is that it is updated regularly. New

occupations are added to encompass careers that did not previously
exist, and the sample population is constantly re-normed. There are also
editions specifically designed for high school and college students. The
four major scales measured are:
• General Occupational Themes (6): Orientation toward work
• Basic Interest Scales (25): Consistency of interests and aversions
• Occupational Scales (211): Degree of similarity in interests with
others in given occupations
• Personal Style Scales (4): Preferred learning, work, risk-taking,
leadership style
The first scale is based on John Holland’s typology, which we discussed

in chapter 1, and indicates the individual’s level of interest for each of the
six Holland Codes (RIASEC). A more detailed explanation of each of the
scales and how they are used can be found at www.hollandcodes.com/
strong-interest-inventory-info.html.

Free Assessments
While assessments such as the Myers-Briggs Type Indicator and Strong
Interest Inventory are standards in the career services field and have
been used in various forms for many years, the complete versions
(which can be lengthy and costly) tend to be utilized more frequently
by career counselors. Many of the career coaches we spoke with placed
less emphasis on a lengthy formal assessment process. Instead, they
often created their own simplified assessments, or found comparable
free resources on the Internet where clients have easy access and results
are provided simply and quickly.
“Initially, I did not use any assessments. However, clients seem to feel more
confident if the coaching relationship has assessments included. I believe
assessments are only a tool to start dialogue. To use them as rules and not
tools is a slippery slope. So, I give them as the first thing and then we discuss
the client’s response to them and how these are the starting point for research.
For career assessments, I use an online assessment called the Jung Typology
Test (an MBTI-like tool that is actually pretty accurate according to my
clients, even though it’s free), and one at O*Net called the Computerized
Interest Profiler, which is based on Holland’s RIASEC indicator.”
— Sharon DeLay, SPHR, CPCC, MBA,
BoldlyGO Career and Human Resource
Management
Jung Typology Test

The Jung Typology Test, offered by HumanMetrics, is a 72 yes/no
question online assessment and can be scored instantly for free. It is
simple to use, and the client can easily complete it on their own to
determine their 4-letter type (based on the 4 MBTI scales discussed
above). This assessment can be found at www.humanmetrics.com/cgi-
win/JTypes2.asp.
O*NET Computerized Interest Profiler

The O*NET Computerized Interest Profiler can be found at www.
onetcenter.org/CIP.html and can be used to identify Holland codes.
Users must download the software in order to complete the assessment,
but downloading and scoring are free.

Keirsey Temperament Sorter®-II

Another free online assessment also recommended frequently by our
experts was The Keirsey Temperament Sorter®-II. Developed by Dr.
David Keirsey, author of the popular Please Understand Me® books, this
also provides a personality type result, or “character type”, using the
same 4-letter codes as the MBTI. This is located at www.keirsey.com.
Individuals can complete the 70-question assessment online and results
will be e-mailed to them for free. Or, if you would like to monitor and
review your clients’ results directly or use them within an online group
setting, you have the option of opening an administrator account for a
fee (varies between $7.48 and $24.95 based on number of participants in
the group and type of account).
Once you have determined your client’s Holland type (this will
be either a 2 or 3 letter code, such as ASI or RIE, ranked in order of
strongest preference), you can enter the code here to generate a list of
potential relevant areas of career interest: www.careerplanner.com/
JobDescSearchTool.cfm.
How to Decide Which Assessments to Use

Judith Grutter, MS, NCC, MCC, a career development program
consultant and trainer, as well as principal with G/S Consultants, has
written a white paper on choosing the right career assessments for your
needs and your clients’ needs. It includes a worksheet and checklist,
and can be found at https://www.cpp.com/Pdfs/Selecting_Career_
Assessments_Whitepaper.pdf.
2.6.2 Researching and Evaluating Career Options

Once your client has completed adequate self-exploration and has
a solid understanding of their own skills, interests, values, and
personality, it’s time to move on to the second step in the action plan,
exploring the world of work and generating options that fit.
“With mid-career individuals (or even career changers), we often actually

begin at the very basics: What do you want to be when you grow up? It’s
actually a difficult question for a lot of people to answer because their
heads have been on a different path for so long, or they’re listening to the
“responsible grownups” all around. So, with these individuals, I often have

to teach them how to brainstorm without editing themselves and then give
them permission to follow research threads, no matter the tangents they might
follow.”
— Sharon DeLay,
Management
During this phase, some questions to encourage your client to think

about as they conduct their research would include:
• What type of work environment am I attracted to?
• What role do I want to play within an organization?
• How does my management style mesh with my career objective?
• What type of employment would best utilize my skills and

interests?
• How will this career impact other areas of my life?
• Does this fit with my values?
Exploring Different Industries

If a client is interested in changing careers or is entering the workforce
for the first time, they will likely need to begin by researching potential
industries of interest, as well as specific options within these industries,
educational requirements for the jobs, salaries, and trends. There are
many options for clients seeking to do this kind of research. Many will
be industry specific, such as online or print journals or magazines so
will vary depending on their situation. Two good websites to start with
for basic career research are:
• The Riley Guide

www.rileyguide.com
• O*Net – Occupational Information Network

http://online.onetcenter.org
You can find additional online resources for career research in section
3.5.2 (“Internet Resources”), as well as throughout this guide.

Corporations
There are a number of places where clients can do homework about
organizations they might want to work for, whether they are looking for
prospective employers or conducting research before an interview. The
public library will have numerous directories with lists of companies,
government departments, and non-profit organizations. Lists of
organizations can also be found online. Of course, clients should also
visit the websites of each company or organization they are interested
in for further information.
Perhaps the best place to start looking for large corporations is Hoovers
(www.hoovers.com), where you can search for a specific company, or
click on “Companies & Industries” to search by industries. Another
valuable site for researching large U.S. companies is CNNMoney.
com which has links to the Fortune 500, Fortune 1000 companies in
your state, and top employers at http://money.cnn.com/magazines/
fortune/fortune500. To find large Canadian corporations check out
The Globe & Mail’s Report on Business list of “The Top 1000” at www.
theglobeandmail.com/report-on-business/rob-magazine/top-1000
www.theglobeandmail.com/report-on-business/rob-magazine/top-1000
www.theglobeandmail.com/report-on-business/rob-magazine/top-
1000 www.theglobeandmail.com/report-on-business/rob-magazine/
top-1000.
Government
Business consultants are hired by federal, state, provincial and local
governments. According to the U.S. Bureau of Labor Statistics, “The
majority of those working for the Federal Government are in the U.S.
Department of Defense.” However, there are opportunities in many
other departments as well.
To find links to U.S. government departments, go to the U.S.

Government’s official web portal at www.usa.gov. You can find
an alphabetical list of agencies and links to federal, state, and local
governments and departments. Links to Canadian federal, provincial,
and territorial government departments and agencies can be found at
www.canada.ca/en/gov/dept/index.html.

Non-Profit Organizations
For a searchable database of more than 1.5 million IRS-recognized
non-profit organizations in the United States visit www.guidestar.
org then click on “Advanced Search” to search by your city or
state. CharityVillage has a similar database of Canadian non-profit
organizations at https://charityvillage.com/directories.aspx.
2.6.3 Making Career Decisions

Once the client has done adequate homework and generated some
potential options, they may need help in understanding how to match
up the results of their research with their goals, values, skills, and
personality. The decision-making process can be overwhelming for
some people, to the point that they may become paralyzed and not
make any decision at all. Others may be more inclined to jump in too
quickly before they fully evaluate their choices.
Part of your job as a career coach is to help people understand their

own decision-making style and identify any obstacles that might be
getting in the way of making a decision. This does not mean making
the decision for them or guiding them toward what you think is the
right choice.
Tools for Decision-Making

One common exercise would be to have the client make a simple “pros
and cons” list. Simply draw a line down the middle of a piece of paper
and write a list of positive and negatives for each career option. You
may have used this process before for making other types of decisions.
One problem with this approach, however, is that the length of the list
doesn’t necessarily indicate whether a particular choice is suitable. The
simplistic nature of a pros and cons list doesn’t take into account that
some factors may carry more weight for an individual than others.
In order to incorporate the information the client has gained during the
self-exploration process into the decision, a grid worksheet comparing
the career options side by side and evaluating each based on a number
of predetermined categories can be helpful. JVIS.COM provides this
Career Comparison Check List at http://jvis.com/cguide/careeroption.
htm.

Another option would be a worksheet such as the one below.
Sample Decision-Making Worksheet
No Maybe Yes
Career Goals: Example: Example: Example:
(List specific tasks and Public Managerial, Creative input
responsibilities) speaking, working
sales independently
Fields of Interest: Example: Example: Example:

(List potential Finance Marketing, Small ad
industries where you industry freelance agency or
would like to work) or home publisher
business
Personal Requirements: Example: Example: Example:

(List factors affecting Travel, Part-time or More family
work environment) excessive job sharing time, more
commute personal time
You could also use a creative visualization exercise with your client,
asking them to imagine what their life would be like and how they feel
once they have made their choice. Have them go through this process
with each career option. The University of California, Berkeley Career
Center website provides a good example of this type of exercise: https://
career.berkeley.edu/Plan/VisualizationExercise.stm.
2.7 Preparing Personal Marketing Materials

When people hear the words “career coach” one of the first things that
typically comes to mind is resume writing. While, as we’ve already
seen, coaches do a lot more than write resumes, it is a major part of
many practices. Resume writing services can be offered separately
from coaching on a one-time consulting basis or as part of a package.
Many coaches also earn certifications in resume writing and belong to
professional organizations specifically for resume writers (more on this
in Chapter 3).

Some career coaches have expanded the traditional resume/cover

letter combination even further to incorporate new technology and
help clients create a personal branding strategy. Developing a personal
brand includes not only career documents such as resumes, cover
letters, business cards, and brochures, but also helping clients to
manage their online presence on sites such as LinkedIn and Facebook
to create a consistent image. Most coaches offer some variation on the
following services:
• Resume writing services: You design and create a targeted resume

for the client based on questions you will ask them about their
objectives, experience, and transferable skills, as well as your own
research of job descriptions and their target companies.
• Resume editing services: You revise an existing resume that the

client provides to you. This can be a resume they have written, or
updates to a resume that you wrote for the client previously.
• Resume writing instruction: More commonly offered by career

counselors, but some coaches will also walk the client step by step
through the process of writing their own resume.
2.7.1 Creating Effective Resumes

As most job-seekers know, a resume is a written summary of your work
experience and other qualifications to do a job. A good resume is not
just a chronological list of jobs – it is a personal marketing tool, and the
way someone’s background is presented can say just as much about
what type of employee they will be as their work experience does.
Which Type of Resume Is Best for Your Client?

There are three common resume formats: chronological, functional,
and combination.
Chronological Resume
The chronological resume is the most commonly used format. It
lists work experience in reverse order, starting with the most recent.
Employers sometimes prefer chronological resumes because the format
makes it easy for them to quickly weed out candidates whose previous
experience doesn’t precisely match what they’re looking for.

A HotJobs.com survey found that 84 percent of recruiters prefer

chronological resumes so it’s a good choice for those with a solid work
history. If you have a gap in your work history or are interested in
changing careers, a functional or combination resume will likely be a
better choice for you.
Functional Resume
Instead of listing your experience chronologically, the functional
resume organizes your experience to highlight your skills and
accomplishments. In a functional resume you create headings for each
skill you want to demonstrate (such as writing or web design), and
summarize your previous experiences and accomplishments using
those skills.
The functional resume is a good choice for career changers because

it emphasizes your relevant transferable skills rather than specific
jobs you have held. However, because this format is often used by
applicants who have gaps or weaknesses in their work history, some
employers view functional resumes with suspicion.
Combination Resume
The combination resume (also known as a hybrid ) combines elements
of both the chronological and functional resumes. It includes a section
with headings of relevant skills and summaries of your client’s in those
areas. This section is followed with a summary of previous jobs similar
to what you might include in a chronological resume.
This resume is often the best choice for career changers because it
highlights pertinent skills while giving employers the chronological
work history that most want to see on a resume.
Highlighting Transferable Skills

Even if your client has never been paid to work in the industry they are
interested in transitioning into, you can write a powerful resume that
can help them get a foot in the door. The key is to present any relevant
volunteer experience and transferable skills developed in other fields
in a way that is attractive to employers. Looking at work experience in

terms of skill sets and accomplishments instead of job titles can open up
a lot more possibilities.
For career changers or those with limited employment experience, look

for transferable skills that can be utilized in the job they are applying
for. Quintessential Careers (www.quintcareers.com), a website
containing a wealth of career information for both job-seekers and
career coaches, defines transferable skills as “skills you have acquired
during any activity in your life—jobs, classes, projects, parenting,
hobbies, sports, virtually anything…that are applicable to what you
want to do in your next job.” The following represents some common
categories of transferable skills:
People Skills:
• Training
• Teaching
• Conflict resolution
• Team building
• Coaching
• Managing
• Developing
• Mentoring
• Motivating
Communication:
• Writing
• Editing
• Presenting
• Designing
• Interviewing
• Negotiating

• Mediating
• Corresponding
• Facilitating
Finance:
• Budgeting
• Fundraising
• Accounting
• Cost analysis
• Financial planning
• Auditing
• Controlling
• Payroll management
Technical:
• Programming
• Designing
• Systems management
• Database design
• Database management
• Engineering
• Troubleshooting
• Manufacturing
• Database administration
Marketing Skills:
• Marketing
• Advertising

• Copywriting
• Promoting
• Pricing
• Market analysis
• Client relations
Management Skills:
• Decision-making
• Delegating
• Organizing
• Implementing
• Directing
• Policy development
• Strategizing
Basic Resume Guidelines

Employers want to know that candidates have the specific skills
necessary to do the job they are hiring for. A resume containing too
much irrelevant information could be rejected before the employer has
even finished reading it. Therefore, instead of submitting a traditional
resume focusing on each job the client has held and what they did,
create a combination resume focusing on the skills the employer is
looking for, followed by a brief summary of previous jobs.
Here are some general dos and don’ts for preparing a resume.
Remember to modify the style based on the standards of your client’s
industry.
• DO put contact information (name, address, phone number,

e-mail) at the top of the resume.
• DO include an objective or summary statement that is relevant to

the position being applying for. Mention the value the candidate

will bring to the employer, not just what your client wants to gain
from the job.
• DO include professional affiliations, certifications, or educational

programs attended.
• DO show that you have the necessary skills. Include both paid
and volunteer accomplishments and experiences.
• DON’T include irrelevant information. Some employers make a

decision about a resume within seconds, so a resume containing
information about age or number of children could be rejected
before the employer has even finished reading it.
• DO include accomplishment statements that quantify where

possible (e.g. “increased sales by 20%” is more effective than just
“increased sales”) and show cost savings, increased quality or
productivity.
• DON’T go back further than 10 years on your resume unless you

have done something exceptional. Some employers believe what
you learned or did more than a decade ago is outdated. If you
do list earlier employment, include only a couple of bullet points
about each and describe more current accomplishments in greater
detail.
• DO organize resume sections to highlight the most relevant

experience near the top. For clients with a lengthy employment
history, this is especially important as earlier accomplishments
may get lost. One way to do this is by beginning the document
with a professional summary or key accomplishments list.
• DON’T list references on your resume or the unnecessary space-

wasting phrase “References available upon request”, but consider
including quotes on your resume from people who have worked
with you.
• DO proofread. Spell check programs are great, but they do not

catch all errors and are never a substitute for careful editing and
a good eye. If possible, have someone else read it, too; you’ll be

surprised at how many mistakes someone else can pick up that

you missed.
• DON’T go overboard and use too many different fonts on one

resume. This can be disorienting and disrupt the flow. Make sure
the design matches the industry culture (e.g. is it a conservative or
creative industry?).
• DO create several versions of the resume in different formats

including Microsoft Word, PDF (which preserves formatting),
and an ASCII or plain text version for scanning or cutting and
pasting into online application forms.
• DO save an electronic resume with a filename that uses the

candidate’s full name or first initial and middle initial and last
name. This will allow employers to easily locate their document
rather than wading through hundreds of files simply named
“resume”.
In addition to the certification programs discussed in the next chapter,

there are many excellent books devoted specifically to the topic of
resume writing. Two useful resources that you might want to check

out are Knock ‘em Dead Resumes, by Martin Yate, and Competency-Based
Resumes: How to Bring Your Resume to the Top of the Pile, by Robin Kessler
and Linda A. Strasburg.
If you have a specific niche, there are also many resume writing books
that target a particular population, such as workers over 50, senior
level executives, and those seeking government employment (federally
formatted resumes may be many pages long and must done in a very
specific style).
2.7.2 References
References are not usually submitted with the resume unless they are
specifically requested by the employer. However, a list of references
should be prepared in case it is requested, and should always be
brought to an interview along with copies of the resume. They should
not be included on the resume itself.
The first step is choosing the right individuals to provide a reference.

They need not be direct managers, but should be individuals your
client worked closely with in some capacity. This may include:
• Colleagues who have worked with or for the client
• Supervisors
• Vendors
• Clients
• Volunteer coordinators
• Professors
It is best to avoid using family or friends as references. These same

guidelines should be used in selecting individuals to write letters of
recommendations if required. However, in a corporate situation, most
hiring managers prefer a list of references so they can ask questions
that address their particular needs or concerns for the position being
applied for.
Many people will offer to be references, but it’s important to ensure your
client knows how to distinguish those obligatory “anytime you need a

reference” comments that well-meaning people may offer, from those

who can truly be relied upon to provide the kind of information that
will make your client stand out to potential employers. If the references
have experience or credentials in the industry where employment is
being sought, so much the better.
Never use someone’s name as a reference without asking them. Also,

prior to an interview it’s a good idea to send the references a brief e-mail
reminding them that someone may be contacting them and letting
them know what the position is so they can be prepared to address any
qualifications that are particularly pertinent.
Reference lists should be presented in the following format. Three is

the standard number of references that should be provided, unless
otherwise requested.
Sample Reference List

APPLICANT NAME
Address
City, State, Zip
Phone
E-mail
References
Reference #1 Name, Title
Company Name, City, State
Phone
E-mail
(...repeat for each remaining reference.)
2.7.3 Cover Letters

Another service you can offer to clients is cover letter writing. While a
client’s resume may be a good fit for a job currently being applied for,
the client may be experiencing difficulty in trying to word their cover
letter to best pique the employer’s interest in continuing on to read the
client’s resume.
A good cover letter should be tailored to the company and explain why
your client is an ideal candidate for the job. Unless an applicant has
extensive relevant experience, keep the cover letter to one page. Because

employers may make quick judgments, a short well written letter can
be more effective than a long one. Here is what it should contain:
• The position being applied for.
• A brief summary of relevant experience
• A statement about why the client wants to work for this particular
company.
• How the employer would benefit by hiring them.
• A request for an interview.
• Contact information.
To see what to do – and what not to do – in a cover letter, we have

included two sample letters:
In the cover letter below, Andy has done a number of things wrong. See
how many of these mistakes you noticed:
Sample Cover Letter 1

Dear Sirs:
I saw you’re ad. This is the kind of job I’ve been looking for. I’m
pretty sure I would enjoy it and it would be good experience for
me. I’ve already sent out a bunch of resumes without much luck
so I hope you’ll hire me. As you can see I have everything your
looking for. Its your loss if you don’t hire me. Call 5555-1212 or
e-mail me at StarWarsFan@webmail.com.
Andy Applicant
• The letter is addressed to “Dear Sirs.” Andy could make a better

impression by addressing it by name to the person who will be
reviewing resumes. If you don’t know who to send your letter
to, you can phone to ask the Human Resources department or
address your letter “Attention: Human Resources.” Since the
person reading your letter may be a woman, avoid saying “Dear
Sirs.”

• It doesn’t say which position is being applied for; companies

advertise more than one position at a time.
• It has typographical and grammatical errors (e.g., confusing

“you’re” with “your”). Letters should be proofread before being
sent.
• The letter focuses on what Andy wants (to enjoy the job and get
experience), instead of what the company wants. Employers
want to know what value you will bring to them.
• The letter doesn’t mention the company by name. Andy could

make a much better impression by doing a little research in order
to say something flattering about the company. (You can find out
what companies pride themselves on by checking their websites.)
• By saying “I’ve already sent out a bunch of resumes without

much luck” and “I hope you’ll hire me,” Andy sounds desperate.
Employers may wonder if there’s a good reason why no one else
has hired Andy.
• As you can imagine, saying something like “It’s your loss if you
don’t hire me” does not make a good impression!
• Unless Andy is applying for a job with Lucasfilm, using

“StarWarsFan” as his e-mail address doesn’t make a very
professional impression. Andy should save that e-mail address
for personal use and create a separate one for business use that
incorporates his name or initials.
Employers would be more impressed with the following letter:

Sample Cover Letter 2

ANDY APPLICANT
4321 Main Street
Sunnyday, CA 12345
Phone: (123) 555-1212
E-mail: a.applicant@abc.com
May 12, 20XX
Really Nice Nonprofit

555 Helpful Highway
Sunnyday, CA 12345
Attention: Terry Smith
Please find enclosed my resume in application for the position

of Development Assistant, as advertised on the Sunnyday
Journalwebsite. I am a long-time supporter of RNN’s work to
encourage promising young artists and writers and have participated
in several of your volunteer fundraising events over the past 2 years.
Your latest endeavor, the Art Scholarships for Kids Program, is of
particular interest to me as I have a background in art education.
Most recently, as a Project Assistant in Smart University’s

Development Office, I was responsible for donor research, writing
and administering all direct mail solicitations, and assisting in grant
writing projects. I also maintained accurate and up to date records
in the Raiser’s Edge database system, and supervised temporary
and student workers.
Having proven myself in this fast-paced, goal-oriented environment

which required both an ability to work independently and as part
of a team, I would like to contribute my creative and organizational
skills to RNN’s mission.
Thank you in advance for your consideration. I look forward to

meeting with you in person to discuss how my qualifications and
experience can be of benefit to your organization. I will contact you
by phone next week to follow up.
Sincerely,
Andy Applicant

The content of the cover letter will of course depend on the position
and the company the client is applying to. The format and wording will
also vary slightly if the resume and cover letter are being submitted by
e-mail.
2.8 Helping Clients Conduct a Targeted Job

Search
There are a variety of ways to find job openings. This section covers
both traditional and non-traditional ways to find job openings,
including how clients can create their own job.
2.8.1 Advertised Positions

“Checking the job ads” is the traditional way to look for job openings.
However, it can also be the least effective way for most people to find a
job. That’s because for every good entry-level position that’s advertised,
there may be a hundred or more applicants. Nevertheless, if you want
to do a complete job search, or if your client has specialized skills or
extensive work experience, they might find a job advertised online.

Company Websites
Many large firms and corporations post information on their websites
about how to apply to work for them. In addition to lists of current job
openings, they may have any of the following:
• online application form
• explanation of what they’re looking for in employees
• description of their work environment
• profiles of current employees
• information about employee benefits
• information about career paths at their company
• advice on how to prepare for an interview, including examples of

the types of consulting cases you might be asked to discuss with
the interviewer.
Large companies get many applications, but don’t overlook smaller

firms’ sites. Even if a company website does not have jobs posted, most
provide information on how to pursue employment with the company.
If there is no link for “careers” on the home page, click on the link for
information about the company. That will usually take you to a page
that includes a link to job postings.
Job Websites
While print media such as newspapers and business magazines
continue to provide a reliable source of information about who’s hiring
and current openings, the Internet has taken over much of this role.
Today, most newspapers run job ads on their website as well as in the
paper.
Job-seekers can now find positions advertised at a variety of other job

sites, the most popular of which are:
• CareerBuilder
www.careerbuilder.com

• Monster
www.monster.com
• Workopolis
www.workopolis.com
Also check the following sites which search thousands of job boards,
online classifieds, and company websites for the position you specify:
• Indeed
www.indeed.com
• SimplyHired
www.simplyhired.com
Industry Job Sites

While the general job boards offer the greatest number of positions,
your clients may have more luck finding the ideal job on an industry
specific site. Some are listed throughout this guide. A few examples
include:
• Media Bistro (Publishing and arts-related jobs)

www.mediabistro.com
• Idealist (Nonprofit jobs)

www.idealist.org
• NewScientist (Science jobs)

http://jobs.newscientist.com
• USAJOBS (Jobs with the U.S. government)

www.usajobs.gov
• GovJobs (Jobs with the Canadian government)

www.govjobs.ca/
• American Nurses Association Job Board

http://careers.ana.org
• FinanceJobBank (Jobs in accounting and finance)
www.financialjobbank.com

Recruiters
Recruiters are hired by companies to find candidates to fill jobs the
company has open. The term “recruiter” is used to describe both a
company that does recruiting and an individual who does recruitment.
Individual recruiters work for a firm that specializes in recruitment
and provide services to a variety of client companies. Other terms used
to describe companies or individuals who provide recruiting services
include:
• employment agency
• executive search consultant
• headhunter
• staffing agency
• search firm
Generally, companies hire recruiters to find candidates for positions

that are highly specialized or difficult to fill. As a result, they are not
normally used to fill entry-level positions. However, if your client has
experience that is in demand from employers, you may find recruiters
a possible source of opportunities.
You can find local recruiters online then visit their websites to find
current job opportunities. You may also encounter recruiters when
responding to job ads found in the newspaper or job boards. You
can also try the following sites, which list a variety of positions that
recruiters are seeking candidates for.
TIP: Beware of firms that expect clients to pay a fee. Recruiters

should be paid by the employer, not the job-hunter.
If you are working with a senior professional who could benefit from
recruiters, you can find links to a selection of helpful articles on working
with recruiters at www.rileyguide.com/firms.html.

2.8.2 Unadvertised Positions

According to the Occupational Outlook Handbook published by the
U.S. Department of Labor, “eighty percent of available jobs are never
advertised.”
Even among the types of employers that usually do advertise, smaller

companies are unlikely to spend hundreds of dollars to post jobs at a
site such as Monster.com. So how do these employers find employees?
The two primary ways are through referrals and direct contact from
job-seekers.
Referrals
Many employers find employees through referrals, or word of mouth.
When a business owner needs a new employee, they will typically
ask friends, business associates, and current employees if they know
anyone who might be suitable for the job.
Studies have consistently found this is how more than half of

management and professional positions are filled. For example,
a 2002 Global Career Transition Study by DBM of 6,917 clients who
changed careers that year reported that 54% worldwide and 61% in the
United States found re-employment through networking. According
to the report, “Networking is still the number one way job seekers,
worldwide, are finding new employment opportunities.” Likewise, the
U.S. Department of Labor’s Occupational Outlook Handbook reports that
“over half of all employees get their jobs through networking.”
What is perhaps most significant for job-seekers is the fact that

most positions obtained through word of mouth are found through
acquaintances instead of through friends or family. A study by
sociologist Mark Granovetter, now with Stanford University, titled
Getting a Job: A Study of Contacts and Careers, found that 84% of
the respondents who found a job through personal contacts learned
about the opportunity from someone they saw only “occasionally” or
“rarely.” That’s because you likely know many of the same people that
your close friends know, whereas acquaintances are likely to know
other people and hear about different opportunities.

In section 5.3.3 you will find practical advice on how to network to find
career coaching clients. You can also use the advice in that part of the
guide to help your clients meet and connect with people who can hire
them – or recommend them to someone who can hire them – for a full-
time job.
Direct Contact
Even if you don’t know anyone connected to a particular company,
it may still be possible to get a job there by contacting the company
directly. About 10% of the participants in Granovetter’s study were
hired after applying directly to an employer.
It happens rarely, but sometimes a manager will have just decided that
they need a new person when they happen to receive a phone call or
email from someone who looks like they might be an ideal candidate
for the job. Many employers would rather find someone this way than
invest all the time and effort in advertising the job, screening resumes,
and interviewing numerous candidates.
If you decide to make “cold” contact with employers (as opposed to

the “warm” contacts that come through networking), it’s a good idea
to focus on specific types of employers. This will allow you to target
your job search most effectively since it takes time to track down hiring
managers’ names, tailor your resume, and prepare personalized cover
letters explaining why you want to work with that particular company.
See section 5.4.1 for tips on how to make cold calls.
2.8.3 Creating a New Job

Even when no job is open, someone may hire you if you can show them
that you will give your employer more value than you cost. To do this,
your client will need to know what he or she can do for an employer
that will outweigh the costs to the employer of hiring them. Here are
some examples of things that employers see as “costs” when they hire
a new employee:
• salary
• benefits

• resources needed to do the job (e.g. computer, supplies)
• time of other staff members to train a new employee
• supervisor’s time to oversee employee’s work
As you can see, creating a new position requires demonstrating to an

employer that hiring your client would bring them more value than
simply covering the cost of their salary. Here are some examples of
things that employers may see as valuable:
• increasing profits by getting more sales
• increasing profits by reducing the company’s costs
• freeing up the boss’s time so he can do more important work
• reducing the boss’s frustration by doing tasks she doesn’t like

doing herself
To create a job, your client will need to deal directly with someone who
has the authority to hire new people. This does not mean contacting
the human resources department of a large company, unless that is the
department they want to work with. The human resources department
fills positions that already exist. To create a new position, they will need
to speak with the appropriate department manager or, in the case of a
smaller company, the owner of the company.
They will need to meet with this person and learn what their needs
are in order to figure out how they can create value for them. It’s best
if they can establish a relationship with someone through networking.
For many people, creating a job is simply too much work. After reading
how much self-employed individuals can earn, your client may think:
“If I’m going to ask people to hire me, why don’t I do it for contracts
where I will reap all the benefits instead of all the profit going to my
employer?” While there’s a certain amount of job security in a full-time
job, many people who are attracted to flexibility, creativity, or have
an entrepreneurial spirit prefer self-employment. If that’s your client,
you’ll find good advice on starting your own business in chapters 4
and 5, much of which will apply to your clients as well as to you. Other
industry specific information can be gained from your own research.

Working Interviews
One way to prove your value to an employer is with a “working
interview.” Working interview is a term that is sometimes used
to describe a temporary paid position that may lead to full-time
employment if the worker does a satisfactory job.
However, when you are looking at creating a new position, you can
have a “working interview” by volunteering to spend a day or more
doing the job you would be hired for. Here’s how one applicant
pitched an editor of this book in an email application for a job:
“If you are uncertain of my qualifications or fit within your

organization I am willing to provide a week of my time for a
working interview during which I would carry out the day to day
functions of the position on a volunteer basis.”
In this case, the applicant was not asked to volunteer her services
for a week, but the initiative she took in making the offer helped her
land the job. Even a single day spent in a working interview might
help you land a position.
2.9 Preparing Clients for Interviews and

Job Offers
Your preliminary work with your client has paid off: The employer
wants to meet with them for an interview. But before you start
celebrating, there’s more work to do. As discussed in an earlier section
of this chapter, role-playing can be a helpful technique in preparing
your clients for interviews. This can be done over the phone or in
person, but the closer you can come to approximating the interview
situation, the more confident your client will feel when the big day
arrives. The following interview tips can also assist you in preparing
your client to make a good impression.

2.9.1 How to Prepare for an Interview

Preparation is key to ensuring that prospective employers see the
candidate as someone who is a fit with their company. Your client can
get ready for the interview by conducting further research, dressing
professionally, and coming prepared with everything you might need
during the interview.
Researching the Company

Once the interview is scheduled, it’s time to learn more about the
employer so that you can ensure your client is prepared to ask relevant
questions and speak to their particular needs during the interview.
Chances are, most of what is learned during this stage will not become
a topic of conversation during the interview. However, the employer
will be listening for evidence that the candidate is thoroughly familiar
with their company. In a recent survey of the 1,000 largest companies in
the U.S. by the staffing company Accountemps, 47% of the executives
polled said that the single largest mistake an interviewee can make is to
display “little or no knowledge of the company” for which they were
applying.
Your first stop for company information should be the company’s

website. Check to see if they list a mission statement. That can help
provide applicants with a sense of what the company values. If your
client is applying to work with a large company, you can also check
out websites such as Hoovers (www.hoovers.com) for company
information.

Finally, review the resources mentioned throughout this book so that

you can be up on industry news, particularly anything related to the
employer’s niche.
TIP: Don’t forget that interviewers can research your clients

online just as easily as you can research them. Do a
Google search of your client’s name to see what comes
up, and take down anything from sites such as MySpace.
com and Facebook.com that employers might consider
unprofessional. This is where your efforts creating your
client’s personal brand and online presence can really help
pay off!
How to Dress
It would be great if we lived in a world where we were judged strictly
by our qualifications and personality, but the reality is that when you
show up for an interview, you will also be judged by what you wear.
First impressions make a difference. Appropriate attire for an interview
depends somewhat on the industry and position being applied for. It’s
hard to go too wrong with a suit. You can always wear the jacket or
take it off for a more casual look once you get there and see how the
interviewer and other employees are dressed.
Of course, there are always exceptions to the rule. You probably would
not dress formally if you were interviewing for work in a totally
laid-back environment (a small Hawaiian company that works off
a beachfront, for example). So the best advice is to learn more about
the company. In an article on CanadianLiving.com, Roz Usheroff, a
communication and image specialist, says, “Absolutely research the
company you are going to interview with. Know their dress culture.”
There are a number of ways that this information can be found. Do

you know somebody who works there, or somebody who knows
somebody? Ask them about the dress code. For those with more serious
Nancy Drew inclinations, there’s always the option of doing a little
reconnaissance and taking a quick trip to the company’s parking lot
as employees arrive or depart for work to get a first-hand look. Just
remember to make it a quick trip; no loitering or anything conspicuous.

Avoid visiting the office before your interview if the parking lot is
controlled by security, requires an appointment to be on the property,
or presents other obstacles which could put you in an uncomfortable
predicament. You can also call the human resources department and
ask what the company’s dress code is.
If you don’t have an opportunity to learn about the dress code or

observe people who work at the company, then dress in standard
corporate attire. For women, a matching suit or jacket and skirt or
pants in navy, dark grey, or black couple with a tailored blouse in an
appropriate neutral color is very safe and traditional. For men, a two
piece suit in navy or dark grey with a white or neutral shirt and a
simple (i.e. not loud or overly trendy) tie represents a classic corporate-
minded outfit.
In the final analysis, it’s always best to use simple good judgment
when weighing the options between one outfit and another, with a
nod to erring on the side of the more conservative. This also applies
to any jewelry, cosmetics, body piercings, tattoos, or anything which
might prove distracting or be considered flashy. And of course, have
groomed hair, clean nails, and polished shoes. Avoid heavy colognes
and perfumes. Remember, when you’re being judged on whether or not
you’ll fit in, every detail counts, no matter how small.
TIP: An important tip for clients who are traveling to an

interview: Pack your interview clothes and accessories in a
carry-on luggage. Don’t let a delay in getting your baggage
ruin your client’s chances for a new job.
What to Bring
To look confident when arriving for an interview, you want to appear
as unencumbered as possible. However, while it would be nice to stroll
in with nothing but your winning personality, it’s important to be
prepared to provide some documentation or proof of your skills and
experience if asked. The basics of what to bring to an interview include:
• Several extra resumes on good quality paper
• An updated list of personal references
• Any letters of recommendation

• Copies of certificates or transcripts
• Copies of any career-related awards you may have received
• A dozen or more personal business cards
• Your day-planner or PDA (but make sure your iPhone, Blackberry,

cell phone, or anything else that can ring is turned off during the
interview)
• A tin of Altoids or other mints (to use before, not during the
interview, to ensure the interviewer can’t tell what you had for
lunch)
• A bottle of water to make sure you’re well hydrated before the

interview and don’t come down with a case of dry mouth (not to
be taken into the actual interview)
• Some basic writing supplies (two new black or blue ink pens, a
sharpened pencil or two, and one each of memo and legal-size
notepads)
Organize all of these documents and supplies in some manner of a hard

or soft shell briefcase or portfolio in black, brown, or some other neutral
color. Be sure to know where everything is for easy, fumble-free access
before you arrive.
The Importance of Attitude

Your attitude and ability to get along with people are being judged from
the moment you first walk into the place where you will be interviewed
– or even earlier, when you first speak on the telephone with anyone
from the company. Anyone you encounter in the lobby, the elevator, the
washroom, or the reception area may have input into whether or not
you are hired.
One of the editors of this guide has conducted hundreds of employment

interviews, and routinely asks the receptionist about the person who
had just been interviewed to find out if the applicant treated the
receptionist with friendliness and respect.
During the interview itself, encourage clients to be as outgoing and

enthusiastic as possible. Of course this isn’t always easy because

interviews can make people nervous, and nervous people tend to

smile less, and act more stiff and formal than they normally would.
However, the employer wants to see that the candidate is comfortable
even in a potentially uncomfortable interpersonal situation such as an
interview. It is equally important not to go too far in the other direction.
Some people respond to nerves by talking or laughing too much or too
loudly, or being too informal with the interviewer.
Remind clients who tend to be stiff and uncomfortable during an

interview, that it is time to perform and act how they would if they did
not feel nervous. This may feel unnatural at first, but behaving as if you
are not nervous can actually make you start to feel more confident. This
is also where the role plays you’ve done with your client will really
help.
As well as being enthusiastic, it’s important that the candidate be

positive. You will want to coach your clients to avoid saying anything
negative, especially about former employers. Focus on what value they
would bring to the company as an employee, and not on what they
want to get from the job. For example, don’t discuss how much vacation
time is given or bring up salary until the employer does.
Clients should also avoid saying anything negative about themselves,

which some applicants do by sounding as if they are desperate for a
job. Before the interview, coach clients to remind themselves how much
they have to offer an employer and that there are many opportunities
for them. Believe that if this particular job doesn’t work out, there is
something better out there. You want the interviewer and the other
people your clients meet to think: “What a great, confident person!
Someone like that would really fit in well here.”
2.9.2 Interview Questions

Much has been written elsewhere on the best way to approach
interview questions. The scope of this section is not to attempt to
provide an exhaustive list of all possible questions and answers, but
rather to provide a basic overview to aid you in preparing your clients
for what the interview will encompass.

TIP: For insight into hiring from the perspective of an employer

see section 4.4.3 “The Interview Process.”
Types of Questions
During the interview, questions will likely primarily focus on the
client’s professional background. The interview may include a review
of the resume, a brief overview of personal and work experience,
and a line of questions geared towards getting a better sense of who
the candidate is as a person and a potential employee. In addition to
traditional questions such as “Tell me about yourself,” or “Why do
you want to work for our company?”, clients are likely to be asked
“behavioral questions” about specific past situations and how they
responded to them. The purpose of behavioral questions is to enable
the prospective employer to predict how you would handle similar
issues that might arise in the future.
“Tell me about a time when you experienced conflict at work,” is an

example of a behavioral question. The interviewer will not be satisfied
with a hypothetical answer about what you “would” do in a conflict
situation. They want to hear about an actual time you experienced
conflict. The purpose is not to see if you have ever had a conflict (they
expect you have); the purpose is to see how well you resolve difficult
situations and, if something did not work out in the past, what you
learned from it.
When confronted with these types of questions, the client should

describe the situation, say what they did, relate the outcome, and finish
with what was learned from it. You can work with your client ahead
of time to prepare several examples that showcase skills you know the
employer is looking for, as well as ways the stories can be rephrased or
refocused depending on how the interviewer words the question.
Sample Questions and Answers

There are a number of standard interview questions that any candidate
can expect to be asked. It’s a good idea to prepare some answers with
your clients before the interview so they are able to answer tough
questions. Here are some sample interview questions with suggested
answers from our panel of experts. Remember that the interviewer is

not just evaluating the content of the answer, they are also evaluating
how it is said, so coach your clients to speak confidently and clearly.
Why Do You Want to Work For Us?

Prospective employers do not want a cookie cutter answer. Do your
research, read the company’s website and give them an answer that
demonstrates that you have done your homework and have the skills
they’re looking for. “Having read your mission statement, I find that
your philosophies closely mirror my own” is a good way to begin. Then
give some specifics and explain how you can help them achieve their
goals. Prepare your client with accomplishment statements that they
can work into a question like this. Identify what they have done in the
past and how it translates to this employer’s interests.
How to Answer “What Is Your Biggest Weakness?”

If you think a good answer is you’re “a perfectionist who won’t
quit until the job’s done right,” think again. The interviewer has
probably heard the same thing from countless other applicants and
doesn’t believe it’s a weakness any more than you do.
According to Vicky Oliver, author of 301 Smart Answers to Tough

Interview Questions, the worst thing you can do is give your
interviewer a “canned” answer, such as saying you are a workaholic.
Applicants who give such a typical answer may be perceived as
dishonest or unoriginal. Oliver is one of 40 career experts and hiring
managers who gave one of the editors of this book their best tips
for handling the weakness question. So what is a good answer?
“Confessing that you’re ‘impatient’ is a small weakness that often
goes hand in hand with high performance,” says Oliver.
But present it with a positive spin. Carole Martin, author of Boost

Your Interview IQ, offers this possible answer: “I know I could
improve my patience when working with people who don’t work at
the same pace as I do. What I have found is that by helping members
of the team who are having problems, I can move things forward
instead of being frustrated and doing nothing.”

What Are You Doing Now?

The client should be prepared to explain how their current duties relate
to the job they are applying for. They can also mention any current
volunteer experience that relates to the job.
What Did You Like Most and Least About Your Last Job?
If the client didn’t like a certain task at their previous or current job,
and this responsibility is required at the job they’re applying for, they
could get passed over. The client should be honest if they want to find
a job that they will love. However, they can also put a positive spin on
what they like least by emphasizing what they have learned from it or
creative solutions they found to deal with it.
What Is Your Greatest Strength?

Think about the duties and responsibilities of the job and what the
employer is most likely to value, and answer accordingly. For instance,
“My ability to come in under budget is my greatest strength.”
Where Do You See Yourself in Five Years?

Sometimes employers ask this because they want to know whether a
candidate is looking at their company for long-term employment or
simply a short-term job “until something better comes along.” Other
employers want to judge the applicant’s ability to plan for the future.
Most employers do not want to hear that in five years you hope to be
retired or plan to start your own business. “In five years, I’d like to have
an advanced degree and hold a management position in this company,”
is a good possible answer.
How Do You Feel About Overtime?

Many jobs require overtime or odd hours. Depending on your client’s
life situation, this may or may not be realistic for them. They should be
prepared ahead of time with a knowledge of what will and won’t work
for them. What they need to know, as the prospective employee, is how
much overtime the company would be asking for and how frequently
it is required.

Do You Have Any Questions For Us?

“Yes” is the appropriate answer here. Having researched the company,
the client should ask specific questions that show they’ve done their
homework, they know who the employer is and what they do, and that
they are ready to join the fold. For example, your client might ask a
question such as:
“I noticed on your website that your company is planning to expand

overseas this year. Will there be any travel involved in the position?”
Finally, clients should ask questions to get a good sense of the specific
duties of the position. The purpose of these questions is to determine
that the client is a good fit for the position he or she is applying for,
while at the same time proving to the employer that they are a good fit.
For example, they might ask:
Other Questions
Your clients can expect interviewers to ask a variety of questions based
on the position and their personal preferences about what they want in
an employee.
If a client is asked something they haven’t prepared for, they should

try to answer honestly. This will help ensure the position is a good fit
for them. Plus, interviewers say they are turned off by applicants who
tell them what they think the interviewer wants to hear. Practice a few
unexpected questions with clients, so that they can get a feel for how
they might answer these.
Resources for Answering Interview Questions

The following resources offer some good sample questions and answers
that will help give you an idea of what your clients will be encountering
during interviews so that you can better prepare them:
• Better Team - Common Interview Questions

www.betterteam.com/common-interview-questions
• The Balance - Top 50 Job Interview Questions

www.thebalance.com/top-job-interview-questions-2061228

• Job Interview Resources at Monster.com

http://career-advice.monster.com/job-interview/Interview-
Questions/jobs.aspx
• Forbes - How To Answer Ten Common Interview Questions -- With

Confidence
www.forbes.com/sites/lizryan/2017/12/09/how-to-answer-ten-
common-interview-questions-with-confidence
2.9.3 Following Up
Following up after an interview can be almost as important as the
interview itself. A survey of 650 hiring managers by CareerBuilder.com
found that nearly 15 percent of hiring managers say they would not
hire someone who failed to send a thank-you letter after the interview,
while 32 percent say they would still consider the candidate, but would
think less of him or her.
So make sure clients send a thank you note to the interviewer, and
anyone else they met who was helpful during the interview process,
within 24 hours. You can send a thank-you letter by e-mail, but if you
really want to stand out, follow-up the email with a hard copy, either
hand-written or typed.
Rosemary Haefner, Vice President of Human Resources at

CareerBuilder recommends that your letter have three paragraphs.
“In the first paragraph, thank the interviewer for the opportunity. Use
the second to sell yourself by reminding the hiring manager of your
qualifications. In the third paragraph, reiterate your interest in the
position.”
2.9.4 Evaluating Job Offers

Once your client has been offered a job, it’s time to focus on the final
stage in accepting a position: ensuring that their offer meets with both
your client’s current needs and future goals.
Salary
If an employer is interested in hiring someone, they will bring up
the issue of salary. The candidate should avoid being the first one to

bring up salary because it can create the impression that they are more
interested in the pay than the position.
To maximize your salary offers, try to get the employer to state a figure
first. If the candidate is the first one to mention a specific salary figure,
and it’s lower than the one the employer had in mind, they risk getting
hired for less than the employer might have been willing to pay them.
Therefore, if asked for salary expectations, try turning the question
back to them by saying something like “It depends on exactly what I
would be doing. What is the salary range for this position?”
What if their proposed salary offer falls short of your expectations? A

2005 survey by CareerBuilder.com found that 58% of the executives
surveyed leave room for negotiations when proposing a new hire’s
salary. Of course, in order to negotiate for more, your client will have to
present a strong case for why their particular set of skills and experience
might warrant a higher salary than what’s currently on the table.
Before you begin negotiations begin, make sure that your client is on
top of current industry salary ranges in their geographic location. Here
are ways to find salary information. Websites such as www.glassdoor.
com also provide salaries for specific companies, as well as anonymous
reviews of companies by their employees. Other sources of salary
information include http://www.indeed.com/salary and http://monster.
salary.com
Once you arrive at a figure based on your research, consider preparing

your counter offer based on the slightly higher end of what you would
be willing to accept. So long as the client’s talents warrant consideration
at this higher pay scale, there’s a good chance the employer will propose
a salary somewhere between their initial offer and yours, if not accept
your offer outright.
If the employer isn’t flexible on salary, they may be able to offer

higher commissions, or be willing to negotiate vacation or overtime.
In an article titled “Mastering the Art of Salary Negotiation” at the
CareerBuilder.com website, James Powell says if the salary offer is
low you should “discuss a 60, 90 or 120-day performance review and
negotiate a potential minimum percentage increase” or ask about a
year-end or signing bonus.

It may also help to remind your client, particularly a recent college

graduate or career changer with little experience, that what the
position might lack in a hefty paycheck, it will make up for in valuable
experience working in the field and they’ll be in a much better position
to negotiate a raise in the near future. It’s also important to factor in
things such as tuition reimbursement, telecommuting opportunities,
or other benefits that can potentially provide additional cost savings.
Deciding Whether to Take the Job

As we learned from some of the job satisfaction numbers in Chapter
1, no amount of money or prestige will make it any easier to show up
for work when someone has grave reservations about the job or your
work environment. Above and beyond the general nervousness and
unease associated with the big interview, your clients should be asking
themselves:
• Did I feel at home in this workplace?
• Did the employees you noticed appear happy, or stressed?
• Will I likely be overwhelmed by the workload, or perhaps

underwhelmed?
• How will the hours affect commitments to your family, social life,
or important hobbies?
• Will there be room for advancement on the scale that I’d like to
see my career progress?
Answers to questions such as these can help someone decide if the job
is worth taking and keeping.

3. How to Learn Career Coaching

Now that you know what the job involves, this chapter will give you
information on how to further develop the skills you will need to
succeed in this career.
Before you begin seeking clients or drawing up your business plan,

there are several steps that may make it easier for you to transition
to this career. In this chapter, you will discover how to develop your
skills, knowledge and experience. By following this advice, you can
begin to enhance your existing skills, learn where your strengths and
weaknesses lie, and gain a wealth of new knowledge that could both
make you much more attractive to prospective clients, and better
equipped to help them reach their goals.
3.1 Skills and Knowledge You Will Need

Career coaches need to use a variety of skills to do their job well. As you
will read in this chapter, the skills you need to succeed as a career coach
can be learned. However, if you already have relevant experience in a
field such as human resources, or an aptitude for writing and research,
entering this career will be even easier for you. So let’s take a look at
the specific skills and knowledge that can help you succeed in career

coaching. Later in this chapter you’ll find plenty of resources to help

you develop these skills through education and self-study.
3.1.1 Assessing Your Skills,

Knowledge, and Values
Some people seem to be born “helpers”. Many career coaches began
their careers either in other helping professions, or just helping friends
and family. These tend to be the same people who, no matter how busy
their schedules, always seem to find time for volunteer activities and
sharing their talents with others. You probably know people like this.
And if you’re reading this guide, you most likely are a person like this!
Signs of Career Coaching Aptitude

Take a look at the list below and see how many of these statements are
true for you. Make a mental note or put a checkmark next to all that are
a “yes” for you.
q You get enormous satisfaction in seeing people you care about
achieve their goals or reach their potential.
q You appreciate getting to know people who are different than
you and enjoy the opportunity to see things from another
perspective.
q When a friend, family member, or colleague has a writing
project to complete, such as a resume or report, they often ask
for your opinion or help.
q People often describe you as resourceful or creative.
q You have a natural curiosity – if someone asks you a question

that you don’t know the answer to, you will look it up so you
know the next time.
q You view mistakes as learning experiences.
q You can often sense people’s moods and feelings without them
being verbalized.
q People often tell you that you are a good listener and seek you
out when they need to talk something through.

Do you see any common threads in the above list? Flexibility, curiosity,
and intuition just come naturally to some people. But many of the skills
that go along with these traits can be learned and developed, such
as research and communication skills. This guide will help you learn
how to enhance the abilities that come naturally, and work toward
improving those that don’t.
Knowing Your Personal Values

As a career coach, you will work with people from many different
backgrounds with many different ideas about the world of work and
the role that career plays in their lives. While part of your job as a
coach is to encourage people to explore beyond the boundaries of their
comfort zone, it is important to avoid making judgments about other
people’s values or assuming that they match your own.
The first step is to take the time to examine your own values so that
you can avoid imposing them on others. How many of the statements
below do you agree with? Remember, this list is simply designed to
raise your awareness and get you thinking about your own values and
belief system, and how they might differ from those of your potential
clients. There are no right or wrong answers.
q It is important to have a career where one is making a
contribution to society and helping others.
q Working in a job that requires long hours or extensive travel is
inappropriate for mothers who have young children.
q Money and prestige are the most important factors in career
choice.
q Individuals should make their own career choices without
influence from their family.
q There are certain jobs that are more appropriate for women or
men.
Were you surprised by any of your answers? Think about the roles that
culture, ethnicity, gender, and personal experience might play in your
choices. It is important to keep in mind that the coaching relationship
should not be based on your values or world view, but rather on
helping the client find solutions that work for them.

What Area of Career Coaching is Right for You?

As we learned in Chapter 1, Holland’s theory of career choice suggests
that people who tend to be satisfied in any given profession typically
share certain characteristics.
In addition to knowing your skills and values, other factors such as

personality, work style preference, and interests can help you determine
your best fit niche. Here are some questions that reflect traits shared by
many career coaches.
This checklist was provided by career coach Marky Stein of Institute for
Career Development (www.markystein.com).
Choose ONE statement from each of the following categories that best
represents what is true for you:
Money
q 1. I don’t mind having an income that varies from week to week.
q 2. I need a steady income with benefits.
q 3. I prefer a position with a clear career path that has regular

promotions and raises.
q 4. I don’t mind getting a very high “per diem” rate (per day) on
a fairly unpredictable basis.
Workstyle
q 1. I like to be my own boss and I don’t mind if most of my job
involves working alone.
q 2. I need the daily camaraderie of colleagues and co-workers to
that I feel “Part of” something.
q 3. I’m looking for a career that offers security and predictability.
q 4. I want an “on call” position with excitement and intensity
that still allows me time to pursue my many interests.

Preferred Activities
q 1. I want to specialize in a particular “niche” activity (e.g. re-
sume writing) or population (women reentering the work
force, sales and marketing executive).
q 2. I enjoy helping young people explore their potential for the
adult world of work.
q 3. I feel strongly about helping people who have significant
barriers to work, such as physical and emotional disabilities,
discrimination (age, race, gender, gender identification or
sexual preference) criminal record, developmental disabili-
ties, substance abuse issues, homelessness, illiteracy, lack of
training and others.
q 4. I’m very comfortable in the world of big business and I love
the challenge of teaching viable job search skills, comforting
and giving hope to entry level to executive workers from
large corporation who have very recently (even that same
day) been affected by a mass layoff or downsizing.
Recognition/Power
q 1. I would like to be recognized someday by my community or
even in the world in the print or broadcast media as being
an expert in my field – even better, I’d like to write my own
book.
q 2. Most of my own sense of power comes from a private know-
ing that I’ve been instrumental in changing some else’s life
for the better.
q 3. I would like to achieve recognition in my organization by be-
ing eligible for regular promotions, awards and raises.
q 4. I like recognition for a job well done, but I also pursue many
other things on my own time that gives me a sense of power
and recognition.

Answer Key:
Count the number of times you checked the box beside # 1 and continue
in the following fashion:
I checked the box next to # 1 ________times.
I checked the box next to # 2 ________times.
I checked # 3 ________times.
I checked # 4 ________times.
If you have a majority of checks in the #1 category, you may find the
greatest satisfaction working for yourself by building your own private
practice, specializing in a specific niche population or service.
If # 2, you may thrive in a school setting that offers structure and gives
you the chance to interact with high school, undergraduate or graduate
students choosing or changing their careers (note that employment
in a college career center will likely require an advanced degree), or
working with young people in your private practice.
If # 3, you may fit well in a government setting, where you assist

disadvantaged or underserved populations to become empowered
by learning to find a job or obtaining government funded training for
skilled employment.
If # 4, you may love the thrill of working with downsized employees

and executives from large, well-known companies as well as the
flexibility of working on call so that you can accept or reject projects as
you please, without penalty.
3.1.2 Knowledge of Workplace Diversity Issues

Since you will be coming into contact with a diverse spectrum of clients
including people of various ethnic and racial minorities, people with
disabilities, and lesbian, gay, bisexual, and transgender individuals,
you will likely be faced at some point with career-related issues that
are outside the scope of your own experience. In addition to treating
all people with respect and sensitivity, it is important to know where to
look for information to educate yourself and your clients on topics such
as workplace discrimination laws and diversity recruitment programs.

A good career coach needs to be aware not only of their client’s cultural
influences, but also the culture of the company for which they work.
According to A Workplace Divided: How Americans View Discrimination

and Race on the Job, a survey conducted by the John J. Heldrich Center
for Workforce Development at Rutgers University, “an equitable
workplace has proved elusive” with increased employee complaints
of discrimination and harassment based on race. The survey indicates
that 56% of higher income non-white workers believe that African-
American workers are the most likely to experience discrimination.
In comparison, only 33% of white workers in the same income group
concurred. The report concludes that “race remains a major barrier
among Americans in the workplace, both in how people perceive and
experience discrimination, and what they want done about it.”
So what do these findings mean for you as a career coach? While you
are not expected to be a legal or sociological expert, it is helpful to have
some basic familiarity with workplace discrimination laws, and the
subtle as well as overt forms of discrimination that some of your clients
may be facing on the job or during the hiring process.
In the U.S. there are federal laws in place protecting employees from
discrimination based on:
• Age
• Disability
• Sex
• National origin
• Race
• Religion
A comprehensive listing can be found by visiting the U.S. Equal

Employment Opportunity Commission (EEOC) website at www.
eeoc.gov. For example, as of the writing of this book, federal anti-
discrimination laws in the U.S. applying to private industry do
not cover gender identity or sexual orientation. (Canadian laws do
encompass these categories.) It is currently legal to fire someone or
refuse them a promotion for being gay in 29 states.
The Human Rights Campaign is one of the best resources for

up to date information on the status of the Employment Non-

Discrimination Act (ENDA) and diversity programs pertaining to

LGBT employees. Research conducted by the HRC indicated that over
half of Fortune 500 companies currently include sexual orientation in
their nondiscrimination policy. Their website includes a searchable
employer database listing specific company policies and LGBT-
friendly companies. Visit www.hrc.org/issues/workplace.asp more
information.
Multicultural Competence
Workplace diversity is, of course, part of a larger cultural context
that you should be aware of. One resource to heighten your
awareness of the issues, is psychologist Paul Pedersen’s well known
model of multicultural competency. This model includes the
following three dimensions:
• Awareness of one’s own values and biases and of racism and

discrimination
• Knowledge of different cultures and world views
• Skills and techniques are culturally appropriate.
You might also like to read his article, “The making of a culturally
competent counselor ”, available at www.wwu.edu/culture/
Pedersen.htm. You can find out more about this pioneering model
in the book A Handbook for Developing Multicultural Awareness by
Paul Pedersen.
If you have any questions about the specific employment laws in your
state, it’s a good idea to check with your state’s Equal Employment
Opportunity Commission, or the EEOC office for the state in which your
client resides. A complete listing of state offices with contact information
can be found at www.eeocoffice.com. For a guide to employment
standards in Canada and contact information for provincial Ministry
of Labour offices by province, visit the Human Resources and Skills
Development Canada website at www.labour.gc.ca/eng/contact/index.
shtml.
TIP: As a career coach, your responsibility is to help your

clients uncover road blocks, achieve their goals, and reach

their potential, not to offer legal advice. If your client is

experiencing discrimination or harassment in his or her
workplace or in the hiring process, refer them to an attorney
or a counselor.
Some coaches who have first-hand knowledge of one or more of the

above populations choose to specialize in this area. If this is of interest,
you might consider it as a potential niche market. On the other end of
the spectrum, if you feel that multicultural competence and diversity
sensitivity are areas you need to work on, consider speaking with a
counselor or seeking out a diversity training program (if you are
currently employed, check with your human resources department to
see if this is available through your company).
Diversity Recruiting
You can help maximize your clients’ chances for a successful job search
campaign by taking advantage of appropriate diversity-specific resume
and cover letter strategies, and incorporating keywords and phrases
targeted by diversity recruiters and program managers. Many useful
articles on diversity recruitment and retention issues can be found on
The Multicultural Advantage website at www.multiculturaladvantage.
com/diversity-work.asp.
Remember, no culture is homogeneous. Every one of your clients is

an individual and a product of many different influences. People will
constantly surprise you. Embrace this as an opportunity to learn about
yourself and others.
3.1.3 Research Skills

No one has all the answers. But a good career coach knows where to
find them. Because the world of work is constantly evolving, excellent
research skills are key for keeping up with industry trends. This is
important both for your clients, and also for you as a business owner in
keeping up to date with changes in the world of career coaching as well
as marketing practices. You need to be equipped to provide your clients
with up to date information about employment trends and resources
to enable them to effectively explore career options and conduct
productive job searches. If you are writing resumes, knowing where

to find comparable job descriptions to ensure you are maximizing the

client’s accomplishments is also very useful.
The Internet puts an enormous amount of resources at our fingertips.

It’s fast and convenient. However, it can also be overwhelming to sort
through all the information and determine the legitimacy and value of
sources. For all of the useful information on the Internet, there is at least
an equal amount of misinformation. Evaluating web resources requires
a keen eye, critical thinking skills, strategy, and above all, common
sense. A few questions to ask yourself in evaluating a web source are:
• Who is the intended audience? Is the information relevant to you

or your clients?
• Who is sponsoring the website? Is it a government agency or

reputable organization? Is the main purpose of the site to sell
something?
• If there are statistics listed, are they current and can they be
verified through another source?
• Does the information seem biased?
• Is the information well organized and the site easy to navigate?
The University of California, Berkeley Library’s website offers some

additional helpful advice on evaluating web sources. This information
can be found at www.lib.berkeley.edu/TeachingLib/Guides/Internet/
Evaluate.html.
Over time, most career coaches develop a list of favorite sites where
they can locate quick facts, or where they refer clients to do career
exploration or take assessments. You will find many helpful sites
throughout this guide to get you started. Don’t forget, however, that
the Internet is not the only source of information out there. Professional
journals are also a good source of information. Reference librarians at
your local library are always happy to assist you in finding information.
Your network of contacts can be a valuable resource as well.
Good research skills are required in many different careers, so you

may have already developed some techniques that work for you, and
some favorite websites that you have found reliable. If not, you are
beginning to hone your research skills now as you explore a potential

new occupation as a career coach. Much of the research you are doing
for yourself now will also be relevant to your clients as they pursue
their own career goals.
If you need to brush up on your basic searching skills or want to learn

more advanced search techniques, The Extreme Searcher’s Internet
Handbook: A Guide for the Serious Searcher, by Randolph Hock, and
Mastering Online Research: A Comprehensive Guide to Effective and Efficient
Search Strategies, by Maura Shaw are two excellent books on the subject.
3.1.4 Interpersonal Skills

As a career coach, you will need to work effectively with many people
including your clients, colleagues, and everyone else you do business
with. As a result, your interpersonal skills (i.e. your skills in dealing
with other people) will be one of the key factors in ensuring that you
are successful in this business. The interpersonal skills you will need
include effective communication skills (both verbal and non-verbal)
and an ability to develop relationships.
Interpersonal Communication
Interpersonal skills are covered in depth in section 2.5 (“Career
Coaching Techniques”). In particular, you will find techniques for
asking open-ended questions in section 2.5.1 and listening in section
2.5.2.
In addition to developing your communication skills for use in your

coaching work, good verbal skills are helpful when you are selling
yourself to potential clients or when you need to communicate with
colleagues or other business people, such as your accountant or
website designer. Many people prefer to work with somebody they can
understand who “speaks their language.”
To improve your verbal communication skills, ask friends or a vocal

coach for feedback on any areas that could be improved, such as: clarity
of speech, use of slang, proper grammar, or altering your tone of voice
to eliminate any harshness. (You can find vocal coaches online.)

Public speaking is also an important skill as a career coach since you

will probably be conducting presentations and workshops in front of
groups at some point. If the idea of speaking in front of a large group
makes your stomach turn, you’re not alone! Did you know that public
speaking has consistently been ranked as most people’s #1 fear?
If public speaking concerns you, consider taking a course through your

local Toastmasters organization, which you can locate through their
website, www.toastmasters.org. An acting or improv class can also be a
fun alternative for the more creatively inclined. To find theater classes,
contact local schools offering continuing education programs or local
community theater groups.
In addition to hearing what people say, a skilled coach also notices

non-verbal communication (tone of voice, facial expression, body
language, etc.). These signals can give you valuable clues about what
the other person is thinking. Being able to “read” people can not only
help you get the job, it can help ensure you keep your clients satisfied.
For example, did a prospective client fold their arms when you made
a particular suggestion? If so, they may be communicating that they
disagree, even if they don’t actually say so.
Since much of your coaching will probably be done over the phone,
you may not always have the benefit of reading body language. It will
be especially important for you to develop not only your ability to
read tone of voice, but also to read silences. For example, a long pause
could mean your client is processing what you have said, it could mean
he or she disagrees and is hesitant to express it or they could just be
distracted by something else going on in the room. Bear in mind that
other non-verbal behaviors such as a client being perpetually late for
their sessions may also indicate some resistance that you will need to
address.
Although body language and tone of voice won’t tell you precisely
what someone is thinking, it can give you clues so you can ask follow-
up questions, even as basic as “How do you feel about that?” If
you want to improve this skill, you can find some excellent advice
in books such as Reading People, by Jo-Ellan Dimitrius, Ph.D. and
Mark Mazzarella, and How to Read a Person Like a Book, by Gerard I.
Nierenberg and Henry H. Calero.

Developing Relationships
Of course it is important to develop a rapport with your clients and
build their trust in you. What is sometimes overlooked is the importance
of building relationships with others, including prospective clients.
One of the best ways to develop that relationship is to show genuine

interest in people and their needs. A common mistake many new
business owners make when networking is to talk too much about
themselves while trying to sell their services. Instead, you should use
a technique from your coaching, and focus on asking others about
themselves. Then listen attentively to the responses, using the listening
tips provided in section 2.5.2. If you show interest in prospective clients
and their needs, they are more likely going to show interest in you and
want to hire you to coach them. More information about the importance
of the coaching relationship is covered in the section on working with
individuals.
Besides developing relationships with clients, you will also need to

develop relationships with other business people. For example, if you
have a good relationship with your colleagues, they are more likely to
refer business to you when they have too many clients to handle or a
client whose needs are outside their area of expertise. If this is an area
you want to improve, pick up a copy of Dale Carnegie’s book, How to
Win Friends and Influence People.
3.1.5 Business Skills

As a professional career coach, you are a business owner, so the better
prepared you are for being a business owner the better the chances are
that your venture will be a success. It’s crucial to know where your
business stands financially at all times. While you don’t have to learn
it all, staying on top of your accounting will help you avoid finding
yourself in the awful position of being out of cash to pay your bills or
replenish your inventory.
Running a successful career coaching business requires an overlap

of a variety of business skills. Aside from a knowledge and expertise
about the particular products you sell (and training employees to be
knowledgeable as well), you will need to know about:
• Business planning
• Financial management
• Hiring and supervising employees
• Marketing and sales
The more you can keep your expenses down while building a solid
customer base to build sales volume, while at the same time turning
over inventory frequently, the more successful your store will be. For
some of these tasks, you can hire employees or contractors to help you,
such as a bookkeeper or someone who can handle the marketing and
promotion for your business. Keep in mind, though, that the fewer
people you need to hire to help you manage your business, the lower
your overall costs of running the business. Developing business skills
takes time, so be thorough, and don’t be in such a rush that you neglect
to fill in any gaps in your knowledge or skills.
Experience you have in other retail environments can be helpful, and

there are a number of ways you can develop your skills and knowledge
in all of these areas. In this chapter, you’ll find specific ideas to help you
increase your experience and knowledge of running a career coaching
business. You’ll also find detailed advice throughout the remaining
sections of this guide.
You will probably find reading the entire guide before you launch your
business helpful, but you can quickly identify particular areas you
may want to focus on by reviewing the table of contents. For example,
section 4.2.2 gives you advice about start-up financial planning and
section 4.1.2 tells you about different business legal structures you
can choose from. Both these sections provide website links to online
resources to help you find further help in these areas.
One tool for helping you to focus on what business skills are involved in
being a business owner is business planning. Section 4.1.1 looks in detail
at how to develop a business plan to get your business up and running
by outlining and clarifying what products you will offer, deciding how
you will finance your business, creating a market plan, etc. In addition
to addressing these important business issues, a business plan will also
help you to understand some of the other basic “hard” skills required of
a business owner, such as marketing and accounting skills.
The following resources can help you develop your business skills:

SBA
The Small Business Administration (SBA) is a leading U.S. government
resource for information about licensing, taxes, and starting a small
business. You can find a range of resources including information on
financing your new business, business plans and much more at www.
sba.gov.
SCORE
The Service Corps of Retired Executives (SCORE) is an organization of
U.S. volunteers who donate their time and expertise to new business
owners. You can find information on taxes, tips for starting your
business, or even find a mentor who will coach you and help you
maximize your chances of succeeding as a new business owner. Visit
them at www.score.org.
Canada Business
This Canadian government website offers information on legislation,
taxes, incorporation, and other issues of interest to Canadian business
owners or those who do business in Canada. For more information and
a list of services they offer visit their website at www.canadabusiness.
ca.
3.2 Getting Hands-On

Career Coaching Experience
Career coaching is about people. While studying on your own and
taking courses can provide you with the proper foundation, skills
training, and knowledge necessary to be a good coach, working directly
with people will provide an equally important component of your
career coaching education. This section provides a variety of ideas and
resources to help you build your experience, develop your knowledge,
and add to your credentials.
3.2.1 Volunteer Experience

One of the best ways to fine tune your career coaching skills is by
volunteering. Although you won’t be paid, you will build credentials
that can help you attract clients in the future. You will gain practical

experience, develop your knowledge, and possibly make valuable

contacts that could lead to future paid work or mentoring relationships.
TIP: Remember to ask your volunteer supervisor and clients

for letters of recommendation if appropriate. With their
permission, you can use select quotes on your website
to promote your services. See section 5.2.2 for more
information about getting letters of recommendation.
Non-Profit Organizations
Imagine being able to do what you love, gain valuable experience, and
make a difference in your community at the same time. You can do all
of these things by volunteering to provide free career coaching services
for local non-profits. Since most career coaches enjoy helping others,
gaining experience while fostering your humanitarian instincts at the
same time is often a particularly appealing avenue for novice career
coaches.
While it’s good to get as much experience as you can with different
populations, especially at the beginning phases of your coaching career,
consider starting with an organization whose mission you feel strongly
about or have a personal connection with. This will help to keep you
motivated and may even help you discover an area in which you’d like
to specialize.
Community-based organizations that assist people with job transition

or entering the workforce, such as local job clubs, workforce
development organizations, and One-Stop Career Centers, are often
looking for help with resume writing, teaching basic job search
techniques, or conducting workshops. Vocational rehabilitation
services organizations help people with disabilities prepare for and
find jobs, while other organizations focus on employment preparation
or transition for veterans, mature workers, the homeless, or other
disadvantaged workers. You can find an extensive list of local job club
support sites in the U.S. organized by state by visiting www.job-hunt.
org/job-search-networking/job-search-networking.shtml.
The Taproot Foundation also helps connect volunteers with nonprofits

who need help with specific projects. According to their website,
most project work can be done virtually. Volunteers typically spend

3-5 hours per week over a 6 month period, participate in a weekly

conference call, and attend one on-site meeting per month. You can
learn more about this organization, the nonprofits they work with,
and the projects currently looking for staff in your area at www.
taprootfoundation.org.
You can find help in locating your community’s non-profit groups

through the Internet. GuideStar (www.guidestar.org) is a searchable
online database of more than 1.8 million non-profit organizations in the
United States. CharityVillage has a similar database of Canadian non-
profit organizations at https://charityvillage.com/cms/organizations.
Another great resource is VolunteerMatch at www.volunteermatch.
org.
Another excellent source for finding volunteer opportunities is www.

idealist.org, which lists the specific volunteer needs of non-profit
organizations in the U.S., Canada, and overseas along with contact
information. They currently list over 12,000 volunteer positions with
close to 90,000 different organizations. Just click on “Volunteer” and
enter your location along with skills or keywords to refine your search.
You might also contact your local Volunteer Center or Chamber of

Commerce. In many communities, these organizations run a volunteer
matching program and can help make the introductions you need to
get involved.
Offer a Free Seminar

Another avenue for volunteering may be to run a seminar on an
employment-related topic. Many places of worship offer these types
of programs free for community residents. If you are a member of a
religious organization, you probably already have contacts there you
could speak with to determine their specific needs and how you might
help to fill them.
Public libraries often host these types of programs as well. Next time
you’re checking out a book, take a look at their bulletin board and check
out the upcoming programs they are offering. Speak with the person in
charge of programs about their needs.

You can find more ideas and information about presenting career
seminars in section 5.3.4.
Volunteer at a College or University Career/Job Fair

Another excellent opportunity to develop your skills which was
suggested by several of our experts is by volunteering your services
at a local college or university career fair. Most schools offer several of
these per year and there are generally more students needing assistance
than there are counselors to staff the events.
In addition, Tina Vance Knight, formerly Assistant Director of Career

Services at Rutgers University in New Jersey, suggests volunteering
to critique student resumes in the evenings at a college or university
career services office; since many counselors dislike working evenings,
you may find that they are eager to take you up on your offer. This is a
particularly good strategy if you are already working in a full-time job
during the day and your hours for volunteering are limited.
Volunteering at a college career services office can also be a good

opportunity to learn from the career counselors there by asking to sit
in on counseling sessions to observe. Even though career counseling
is not the same as coaching, you can get a feel for what a one-on-one
session is like and the types of issues you might encounter. If you live
near your alma mater, try contacting them first since you already have
a connection to the school. If not, try your local community college or
university.
Volunteering with Your Current Employer

If you are currently employed, you don’t necessarily need to quit your
job in order to develop your career coaching skills. For example, if the
company you now work for needs someone to do a workshop and you
have a good relationship with your employer, you might offer to take
on this task, perhaps offering your services free of charge and taking on
the extra work in your “spare” time. If you have an idea for a program
that you think would help improve workplace communication, team
work, or productivity, run your idea past your manager or someone in
the human resources department.

Obviously you cannot volunteer to run a training program that is

outside the scope of your level of expertise. But, for example, while you
might not be qualified to administer the Myers-Briggs Type Indicator
(see Chapter 2 for more information), you could offer to conduct a brief
presentation on how Myers-Briggs Type can be useful in improving
workplace communication. You don’t need to be certified to give the
assessment in order to discuss its potential value. Just be sure your
topic of choice is something that you are well versed in. You want to
make a good impression both on your employer and on any potential
future clients in attendance.
If someone in your company is currently doing a job that you would

like experience with, such as working in human resources, an area
which many career coaches have a background in, you could volunteer
to help the person or department. Although not everyone will accept
an offer of help (some people are territorial, afraid of training someone
who might take over their job, or simply don’t want to share work
they enjoy), you might be surprised at how many people will jump
at the opportunity for assistance. As a result of downsizings, many
departments are short-staffed.
Be sure to speak to the right person. In some cases it will be the head of
the department. In other cases it will be someone who is currently doing
a particular task. If you are not willing to work for the other department
on your own time (lunch hours, evenings, or even weekends), getting
experience this way is probably not an option for you.
In addition to volunteering to do extra work that is outside of your

current job description, one of the easiest and most convenient ways to
develop some of the skills you will need to be a good career coach is to
do so in your current job, whatever it may be. Revisit the list of skills we
explored earlier in this chapter and make a list of ways you can utilize
and improve them right now no matter what field you work in. The
following are just a few examples:
• Pay attention to your listening skills at company meetings and in

your day to day interactions with your colleagues. Do you tend to
interrupt people or dismiss ideas that don’t match your personal
values?
• If you are uncomfortable with public speaking, try speaking up

more at meetings or volunteering to give a presentation.

• Is there a new hire in your department whom you could offer to

mentor?
• Does your job involve written communications or research? Ask

for feedback on your performance in these areas if your employer
is not already formally providing it.
Your employer may even make online or in-person training seminars

and workshops available to you during working hours to help you
improve these skills if they are relevant to your current position or to
the company as a whole. Always take advantage of free training that
will help you to develop these important skills.
Volunteering Your Services to Family and Friends

“I began my career doing resumes for family and friends. These folks could
also serve as references as career coaches begin to set up their formal business
—it’s also helpful to begin collecting resume samples.”
— Tina Vance Knight,
former Rutgers University Office of Career
Services
Perhaps you are already providing informal career coaching services

to family and friends. If not, begin by offering to review and revise
their resumes for them free of charge. Updating resumes is a task that
many people dread and just about everyone has to do at one time or
another. You will likely get lots of takers offering this service for free!
This is great practice for you, and sample resumes (with any private or
identifying information removed, of course) can be used to show off
your work to prospective paying clients later.
When a friend or family member wants to use your career coaching

services, try to treat them the way you would treat a “real” client.
Schedule a meeting by phone or in person to discuss the services you
will be providing. Then try to work with them the way you would with
a “real” client, using the steps described in chapter 2.
To avoid misunderstandings, it’s also a good idea to prepare a simple

contract even if you’re working with family members. (Let them know
you need the practice.) See section 4.5 for a sample contract.

Get Feedback
The final stage of any volunteer experience, including helping friends
or family, should be feedback. This is one of the best ways to learn.
Some people may provide this unsolicited. Still, it is a good idea to
make up a basic feedback form that people can complete. They may
feel more comfortable being honest with you and offering a criticism
in writing than they would face to face. Be sure to let them know that
you welcome constructive criticism and, most importantly, do not
take it personally. It is the rare individual that is born being great at
what they do. This is the time for you to make mistakes and learn from
them.
Be Your Own First Client

Last, but by no means least, be your own first client. Practice on
your resume before tackling anyone else’s. There are no worries
about judgments or getting it right since no one but you will see
your efforts, at least until you produce something you are satisfied
with. Don’t be afraid to experiment. Try every different resume
format you’ve seen and get a sense of what you like and don’t like,
what you think works and doesn’t, what may be appropriate for one
profession but not another. You will likely come up with some that
are dreadful. That’s okay! This is part of the learning process.
It has probably also occurred to you that your own path toward
a new and fulfilling occupation as a career coach may in many
ways parallel the journeys of your future clients. Self-assessment,
investigation, education, planning – these are just a few of the stages
you are touching on as you progress through this guide and through
your own personal journey toward a meaningful and profitable
career. Remember to keep track of the websites, books, and other
sources you find helpful as you go along – they might also help your
clients later. Set up a system that works for you to keep track of all
you are learning, be it a simple notebook and folders approach, or
electronically.
If the coaching experience was positive, and the individual has a

different last name than you (your mom’s opinion, while a nice boost
for your ego, might not carry quite so much weight with the general

public), don’t forget to ask for a letter of reference or if you may use
their comments on your website.
While some of the volunteer opportunities we have covered in this

section will require that you have at least some basic training and
knowledge before you begin, you will note that others, such as
developing your coaching-related skills in your current job or helping
friends and family, require only your own motivation, creativity, and
willingness to learn. Choose at least one and make a commitment to get
started exploring it today.
3.2.2 Part-Time Jobs

Several of our experts also suggested that a good way to get related
experience while building your professional network is by taking a
part-time job for a company involved in career services. While you need
a certain level of experience and training to apply for a part-time job
writing resumes, conducting workshops, or providing outplacement
services, these types of positions can offer a steady income supplement
if you do not yet have the client base to work full-time on your own.
Some coaches choose to work part-time for large outplacement service

providers. In the current economy, an increased number of employers
are utilizing outplacement services for laid off employees, so the
demand is high. Many of these organizations have multiple locations
across the U.S. as well as overseas, so you can likely find one nearby
by doing an Internet search for “outplacement companies”. You will
generally be required to have significant experience running workshops
and working with people in transition in order to get a job with one of
these companies.
Another well known organization often mentioned by the experts we

interviewed for this book was The Five O’Clock Club, which provides
outplacement services and career coaching but does not maintain its
own office locations. This organization requires that you complete their
training program in order to be considered as a representative. You can
find more information by visiting their website at https://getfive.com/.
If outplacement consulting doesn’t sound like the right fit for you,
other part-time opportunities exist that will enable you to develop your

resume-writing skills without traveling to a local or regional office

location.
Services such as ResumeEdge, suggests career coach Colleen Georges,

are almost always in need of qualified freelance resume writers and
editors. The company provides resume writing services to many
of the large career-related websites such as the Wall Street Journal’s
Career Journal. The work is done from your home computer so it
is extremely convenient, and you will have an opportunity to see a
variety of resume styles. However, the volume of work can be heavy
and the turnaround time is generally short. You don’t need to have
career coaching experience, but they do require a technical writing or
marketing background. For more information on available positions
and job requirements, visit www.resumeedge.com/work-for-us.
3.3 Learn From Other Career Coaches

One of the best ways to learn about career coaching is by speaking with
people who are currently doing the type of work you are interested in
doing. In this section you will find a variety of ways to connect with
people in the career services field.
3.3.1 Information Interviews

Information interviews are another effective way to learn about career
coaching. An information interview is defined as a brief meeting with
someone who is working in a career you are interested in learning
about.
Ask your network of contacts if they know anyone who works in a job
that involves career coaching. You may want to consider expanding
your information interviews to other career services professionals as
well, such as counselors or consultants depending on your interests.
If possible, go beyond getting a name and telephone number. Instead,
ask the individual who personally knows the career coach to make the
initial contact, explain that you are learning about the career coaching
field, and see if you can call or e-mail them to ask a few questions.
If no one in your network knows anyone who is a career coach, you

may be able to arrange a meeting with a cold call. You can locate career

coaches in your local area by searching the databases available through

the websites of any of the professional career coaching associations
mentioned later in this chapter. A good place to start is the Career
Directors International website at www.careerdirectors.com (click on
“Find a Career Pro” and enter your state or country). This association
includes members from the U.S., Canada, and abroad.
Although you are conducting an “information interview,” it’s usually

best to avoid using that term when you first call. Many professionals
assume someone who wants to set up an information interview
is actually looking for a job, not simply looking to learn about the
profession. So they may decline to meet with you if they do not have
any current job openings.
Instead, say that you are studying career coaching and politely ask if
you can arrange to meet with them for 20 minutes to learn about the
career. People are much more likely to agree to a meeting if they know
it won’t take too much time. Be prepared that the coach or counselor
may not be available for a personal meeting but may be willing to
answer questions on the phone or by email. If they make such an offer,
take them up on it! If you’re sending an email, you’re more likely to get
a response if it is limited to only a few key questions.
It’s important to remember that while some people are generous with
their time and encouraging to newcomers, others may simply be too
busy to meet with everyone who wants career advice. People in helping
professions such as coaching and counseling are generally a friendly
bunch and very willing to share their knowledge and experience.
However, if someone you contact says they don’t have time for a
meeting, politely ask if they know anyone who might be available to
talk with you. If not, thank them for their time and move on.
If the career coach agrees to a personal meeting, arrive on time, dressed

professionally, and come prepared with a list of questions. Following
are some questions you might ask:
• How did you get started in career coaching?
• What do you enjoy most about your work?
• What do you wish you had known when you were first getting
into career coaching?

• What are some of the specific services you offer?

• Can you suggest any ways that I might utilize my experience in
(mention your employment background) as a career coach?
• What is a typical day of work like for you?
• Based on a quick review of my experience to date, what training
or experience do you think I should pursue next?
• What is the biggest mistake you see new career coaches make?
• What differences do you find in working with recent college
graduates as compared with career changers?
• What are some growing trends in the career coaching field?
• What advice do you have for someone just getting started in
career coaching?
• Is there anyone else you can refer me to who might be willing to
meet with me?
• Which professional associations, websites, or publications should
I look into?
TIP: While owners of career coaching businesses may be willing

to speak with you, be aware that some of them may not be
eager to help if you plan to start a competing business in the
same city. However, if you are going into a niche they do not
serve, they might be willing to answer questions about their
business such as which marketing techniques they have
found most effective.
If you want to make a good impression, it’s usually not a good idea to
stay longer than agreed without permission. Let the person know when
the 20 minute time limit is up, say you know they are busy, and offer
to leave. If they don’t have another appointment, they may be happy to
extend the meeting. Thank them for their time and any referrals they
were able to provide.
Most importantly, this is not the time to ask for a job. A direct request
puts the person who has done you a favor by meeting with you in an
awkward spot.

After the meeting, send a thank you note or e-mail to the person you
met with and, if someone referred you, thank that person as well.
Making a good impression in an informational interview could lead
to future opportunities such as a mentoring relationship or a client
referral.
Be A Client
Experiencing career coaching from the client perspective has a number
of benefits. It will provide you with first-hand knowledge of the process
from start to finish, as well as a sense of what the coaching relationship
is like. A good career coach can help you clarify your goals and help
you come up with a realistic plan for your career transition.
If you develop a good relationship with your coach, they may even be
willing to mentor you after your coaching relationship has ended.
3.3.2 Find A Mentor

Another way to learn career coaching is to find a professional career
coach who is willing to be your mentor. Merriam-Webster’s Collegiate
Dictionary defines the word mentor as “a trusted counselor or guide.” A
mentor can provide you with one-on-one guidance to help you launch
your own career, and if you find someone with whom you truly “click”,
can often be a valuable resource for years to come, even after the official
mentoring period has ended.
A mentor is someone who has been where you are, has already made
the mistakes, and can offer you a perspective on career coaching than
you won’t get from a structured course or volunteer work. Choose
someone who is open, communicative, and willing to give you “the
real scoop” about what the day to day challenges are, in addition to the
rewards, and how to effectively deal with them.

Sample Mentoring Request Letter

Joyce Frank Career Coaching
Attn: Joyce Frank, CCPC, JCTC
123 Sesame Street
Boston, MA 02134
Dear Ms. Frank,
I recently had the opportunity to attend your workshop on job

search and interview strategies for introverts. As an introvert
myself, I have struggled over the years with some of the traditional
advice given to job searchers, so I really related with your subject
matter and think a great many individuals will find it of value. I
was extremely impressed with your creative ideas, as well as your
ability to use humor and personal experience to connect with and
empower your audience. As a beginning career coach myself, these
are skills that I am seeking to cultivate.
The purpose of my letter is to inquire about your availability as a

mentor, and to ask whether you would consider providing me with
your guidance on this basis.
I understand that you have a very busy schedule and are involved
in many charitable activities in addition to your regular clients and
workshops. However, I can assure you that I do not wish to take
up too much of your time and would be willing to structure the
mentoring situation in whatever way is convenient for you. Perhaps
I could call or e-mail you once per month with specific questions or
areas where your feedback would be helpful if that would work for
you.
Prior to getting into the career coaching field, I worked in

information technology and also have some experience in web
design. I would be happy to volunteer my services to assist with
any computer-related needs you may have in exchange for your
mentoring time.
Thank you for your time and consideration. I will follow up with
you next week.
Best Regards,
Katie C. Coach

Having a strong positive role model can boost your confidence as

a coach, as well as help you improve your skills. The mentoring
relationship benefits the mentor as well as the mentee by providing an
opportunity for them to grow as a coach, and to contribute to the future
of a profession they feel strongly about.
TIP: Job shadowing involves spending a day, a week, or some

other limited period of time observing someone work. It
allows you to learn more about a career, ask questions, and
actually see what a job entails on a daily basis. When seeking
a mentor, you may want to ask if there is an opportunity to
observe your mentor on the job.
If you do a significant amount of networking and informational

interviewing, you may come in contact with one or more individuals
you really felt comfortable with. Perhaps they took extra time with you
and indicated a willingness to speak with you again in the future, or
perhaps you shared an interest in a particular specialization. You may
also have attended a workshop or two in which the speaker particularly
impressed you. Or maybe you’ve read of someone whose work you
especially admire, or whose name you’ve heard mentioned frequently
by other coaches.
Once you have identified what you are looking for in a mentor and
have identified a few potential prospects, approach them with a letter
of introduction (see sample on the next page). In your letter:
• Explain why you selected this person as a potential mentor. It
may be their success in an industry you are interested in, their
expertise in a particular niche, or that you admire their ability
to inspire others. Whatever the reason, let the potential mentor
know why you chose them out of all the career coaches out there.
Don’t ever use a form letter to approach multiple coaches at the
same time. Make your request personalized and thoughtful.
• Make a specific request. Don’t just say you want them to be your
mentor; explain what you are asking. Do you want to talk with
them on the telephone once a week for 20 minutes? Do you want
to meet with them once a month over lunch? Do you want to
communicate with them on a weekly basis via email? Also, be
open to their offer of an alternative method of contact, as you are

the one asking for a favor. Some people shy away from mentoring
because they fear it will take too much time or energy. Assure
your potential mentor this won’t be the case.
• Ask whether they charge a fee for mentoring (some coaches offer
mentoring services for a fee and will generally charge you their
regular consulting rate) and if so, whether they have a minimum
time-frame such as six months or one year.
• If they do not charge a fee, offer something back. There are likely
many demands on their time, so you can offer to refer the mentor
business or you may have another skill that you can offer in
return for mentoring services. Maybe you are a computer whiz
and can offer to set up the mentor’s new computer network. Or
maybe you can write great advertising copy, and offer to write the
mentor’s next brochure.
3.3.3 Join Professional Associations

You don’t need to wait until you are an established business owner
or experienced coach to join a professional association. In fact, you
shouldn’t! Professional Associations are a great source for learning,
both through networking with other coaches and through varied
educational offerings from free newsletters to members-only programs.
If you are interested in career coaching or resume writing training

programs or certification, professional associations should be your first
stop. Associations generally require membership as a prerequisite to
certification. You will learn more about the educational opportunities
and certification process in section 3.4 (“Educational Programs”).
All of the associations offer some similar benefits such as newsletters,

use of their logo on your website and business cards, member forums,
and expert advice. Membership also generally entitles you to list your
business name and contact information on the association website or in
their member database. This is a great way to increase your visibility to
prospective clients, as well as gain credibility.
To take advantage of these learning and marketing opportunities,

consider joining one or more as your budget allows.

IAPO International Association of Professional Career

Coaches
IAPO International Association of Professional Career Coaches is a
membership organization created to provide education and business
development services for people working as, or studying to become, a
professional career coaches.
Benefits for Members

Numerous benefits for paid members including: discounts on the Career
Coach Certificate Courses offered by the International Association of
Professions Career College; quarterly newsletter with practical advice
to help you achieve greater success in your career; additional discounts
on hundreds of products and services for both business and pleasure
including: restaurants, hotels, computers, movie tickets, books, flowers,
cell phones, gifts and much more from popular companies such as Dell,
Target, Sears, Disney, FabJob, Toyota, Sprint, and many more in the
U.S., with some discounts available in other countries. Plus, you may
display the seal of membership of the IAPO International Association
of Professional Career Coaches on your own website and marketing
materials.
Join the growing IAPO Professional Career Coach community today and
start accessing all of the benefits membership offers.
Visit IAPO International Association of Professional Career Coaches

for more information about benefits and membership fees, and to join.
National Resume Writers Association

Website: www.thenrwa.com
Regular membership is open to any individual who is engaged in the

resume writing or career services field. Benefits include an NRWA
marketing brochure which you may use on your website, access to
career-related articles you may post for free on your website or in your
own newsletter, and various discount programs. Annual membership
fee at the time of publication was $150 (which may be broken into 2 or
3 payments); or $175 for International Members.

Association of Career Professionals International

Website: www.acpinternational.org/index.cfm
This association has more of an international focus than some of the

others, so if you live outside of the U.S., this is one to consider. They
currently have members in over 30 countries, and are open to any
person whose professional activities include the delivery, marketing or
management of career services.
Membership includes access to local and international learning programs,

and the opportunity to be a guest presenter at forums or learning
programs. Members also meet frequently in person for networking
through local chapters located in major cities in the U.S. and abroad. You
can find their list of local chapter locations at www.acpinternational.
org/main/localChapters.aspx. Annual cost for membership at the time
of publication was $120.
Business Organizations
You can also join a number of excellent organizations designed for
business owners to learn and network in an organized setting. One
excellent resource is your local Chamber of Commerce. Chambers
usually have an annual fee and are set up to aid the local businessperson
with a variety of business-related issues. Members attend local
meetings and can also take part in events designed to help them be
more successful.
To find the Chamber near you, visit www.officialusa.com/stateguides/

chambers. In Canada, visit www.chamber.ca.
Through these connections you may even find out about part-time or
full-time job openings.
3.4 Educational Programs

Unlike some professions such as accounting or engineering, there
are no specific educational requirements required to become a career
coach. However, there are a number of educational credentials that
can significantly improve your credibility in the career coaching
world and help you gain your clients’ confidence. The training process

for credentialing will also help to provide you with the skills and
knowledge you need to be an effective coach.
For those readers interested in pursuing career counseling, which

provides a broader range of employment options, in addition to career
coaching, this section also includes information on what to look for in
a graduate degree program in counseling. In this section you will find
information on:
In the section that follows, you will find additional resources for self-
study.
NOTE: Information about courses and other educational programs

is provided for the convenience of readers and does not
represent an endorsement. Only you can decide which
educational program, if any, is right for you.
3.4.1 Career Coaching Certificates

According to the International Coach Federation’s Global Coaching
Study, conducted by PricewaterhouseCoopers, 52% of coaches report
that clients expect the coach they hire to be credentialed. While
credentials are not required to be a career coach, if you do not have any
prior coaching, counseling, or HR experience, a good, reputable career
coaching or resume writing certification program is an excellent place
to start your training.
Potential benefits of obtaining one or more credentials include:

• Training in career coaching skills and techniques, with courses
taught by experienced professionals
• Increased credibility and visibility with clients
• Increased confidence in your career coaching ability
• Increased familiarity with the tele-course and e-learning formats,
which you may be using with your own clients
• Studying and testing can usually be done at your convenience,
and at your own pace

• Credentials can be obtained with minimal time and financial

investment as compared with a degree program
For those not familiar with the various coaching credentials, which
unfortunately includes many clients who are seeking a coach, the
jumble of letters appearing after coaches names can seem like a murky
and intimidating alphabet soup. Part of the confusion lies in the lack
of standardization in the career coaching profession. There is no
recognized single accrediting body for career coaching programs, as
there is for counseling. While the International Coach Federation does
offer a globally recognized independent credentialing program, it is
not specific to career coaches. ICF’s standards apply to various types
of coaching services including life coaches, executive coaches, and
leadership coaches among others.
Several well known training institutes, such as Coach U, offer

excellent programs that meet ICF standards for the Associate Certified
Coach (ACC), Professional Certified Coach (PCC), and Master
Certified Coach (MCC) credentials. If you are interested in more
information about ICF, see their website at www.coachfederation.
org and the IAP Career College Guide to Become a Life Coach. Coach
U also offers several introductory teleclasses, including a free
55-minute Coach Training Q&A Session, to learn about what is
involved in their coach training. You can view their list at www.
coachinc.com/CoachU/Programs%20and%20Services/default.asp
?s=1.
International Association of Professions Career College

The International Association of Professions Career College, also
known as IAP Career College, was established by the publishers of the
guide you are reading and a team of respected academics with the aim
of offering the finest certificate programs for non-traditional careers
IAP Career College offers a Career Coach Certificate Course which
uses the guide you are now reading as a textbook.
This part-time 6-week course is open to students anywhere in the world

and is offered online, allowing you to earn a Career Coach Certificate
from the comfort of your own home.

Registration gives you an all-inclusive package consisting of: access

to the comprehensive, self-directed online Career Coach Certificate
Course, help from a Faculty Member who can provide you with
personal teaching assistance and career advice, and a beautiful
professional Career Coach Certificate upon successful completion of
the course. When you register for the course, you will also have the
option of becoming a member of the IAPO International Association
of Professional Career Coaches and enjoy its many benefits.
Visit the Career Coach Certificate Course page on the IAP Career
College website for more information about benefits and fees, and to
register.
3.4.2 Continuing Education

Your local college or university may offer some relevant courses,
even if there are no degree programs in career coaching. Through
the continuing education department you may be able to take a
single course on a Saturday or over several evenings. Many colleges
and universities will also allow you to register for single courses on
a non-degree basis. You complete all of the course work and exams
as if you were a degree student, and can generally apply these credits
toward graduation requirements should you later decide to become
a matriculating student. Not only can this be a valuable learning
experience, you can also list any relevant courses you have taken on
your resume.
Virtually every college and university has a continuing education

department, although the department may be called adult education,
continuing studies, educational outreach, extension, or further
education. If you can’t find a listing for the continuing education
department on the college’s website, call the college’s main switchboard
and ask for the continuing education department. If you are interested
in taking regular courses on a non-degree basis, contact the admissions
office and the specific department that offers the courses you are
interested in.

3.4.3 Counseling Degree Programs

If you have an interest in dealing with issues that are beyond the scope
of the career coach, and if you have the time and financial resources to
invest in graduate study, then a master’s degree program in counseling
might be the right option for you. A counselor’s background in research
and career development theory can provide a great complement to your
practical coaching skills.
A master’s degree in counseling also enables you to apply for jobs in

a college or university setting, such as a career services office, or in
another type of counseling setting such as a nonprofit organization.
However, if you want to start your own counseling practice in the U.S.,
there are additional licensing requirements which include extensive
supervised hours and sitting for a licensing exam. The specific
requirements vary by state.
Types of Degrees
In terms of graduate degrees which would allow you to widen the
scope of your career coaching practice, the degree most commonly held
by career coaches is in counseling. Your undergraduate degree need not
be in psychology in order to apply to a counseling graduate program.
However, if you majored in an unrelated subject, you may need to take
certain core courses such as statistics in order to be admitted. You will
also likely need to submit recent Graduate Record Exam (GRE) scores
in order to meet entrance requirements. The GRE is a computer-based
exam that measures verbal and quantitative reasoning, critical thinking,
and analytical writing skills. The exam is offered at test centers across
the U.S. and Canada. See www.ets.org/gre for details about the exam.
Admission requirements for degree programs will vary by school.
According to the American Counseling Association’s website, there

are several factors that should be considered in choosing a graduate
program in counseling. These include faculty, philosophy, specialty
areas, training level, accreditation, and program location. Typically all
masters-level students are exposed to a core curriculum which includes
course work in a variety of areas including human development,
multicultural issues, counseling theory, and research methods.
Depending on the individual program, students may then choose to
specialize in a particular area, such as vocational counseling.

You can read more about professional licensing requirements at the

ACA’s webpage www.counseling.org/knowledge-center/licensure-
requirements.
How to Find a Counseling Degree Program

Many colleges and universities in North America and overseas offer
counseling degree programs. If you are planning to attend a school
in the U.S., one important factor to consider in making your choice
should be whether or not the program is accredited by the Council
for Accreditation of Counseling and Related Educational Programs
(CACREP).
CACREP accreditation provides students with an assurance that the

program meets professionally established standards in terms of content
and quality of education. While there are quality programs that are
not yet accredited and you can still complete national certification and
state requirements to become a Licensed Professional Counselor (LPC)
without this, attending an accredited program can make this lengthy
process significantly shorter and less complicated. According to the
CACREP website, “a student applying for certification by the National
Board for Certified Counselors (NBCC) will have the two (2) years of
post-secondary supervised experience waived.” Some state licensing
boards may also grant a waiver for a portion of the required post-
graduate supervised hours.
As of the writing of this guide, there were 557 accredited masters-

level programs and 63 accredited doctoral-level programs listed on the
CACREP website. The list includes online programs for those who do
not have an accredited program located nearby. You can review the
complete list including contact information for each program at www.
cacrep.org/directory.
The Canadian Counselling Association established the Canadian

Counselling Association Council on Accreditation of Counsellor
Education Programs (CACEP) to oversee the accreditation process.
The standards used are similar to those of CACREP. While the CCA
has attempted to create a national set of standards, currently only the
provinces of Quebec, Ontario, and Nova Scotia require licensure for
counselors. You can read more about the Council on Accreditation

standards for master’s level degree programs at www.ccpa-accp.ca/en/

accreditedprograms.
3.5 Resources for Self-Study

This section provides information about books, periodicals, and
websites that can help you get a career coaching education. Some of
these sources will provide you with more information about coaching
as a career or career development theory, while others are sites you
may use in your independent research on the world of work, or to find
information relevant to your future clients.
3.5.1 Books
Amazon.com lists more than 25,000 books on the subject of career
planning and guidance, but of course you do not have the time to read
them all! So here is a selection of excellent books you may want to
start with. Look for them at your local library, browse through them
at a local bookstore, or order them online. For academic texts on career
development, you can often find a good deal on used books at your
local college bookstore or websites such as Half.com.
• What Color Is Your Parachute? A Practical Manual for Job-Hunters

and Career-Changers, by Richard N. Bolles
• Refuse to Choose!: Use All of Your Interests, Passions, and Hobbies to

Create the Life and Career of Your Dreams,by Barbara Sher
• The Pathfinder: How to Choose or Change Your Career for a Lifetime of

Satisfaction and Success,by Nicholas Lore
• Career Theory and Practice: Learning Through Case Studies,by Jane L.

Swanson and Nadya A. Fouad
• Introduction to Type and Careers,by Allen L. Hammer
• Do What You Are: Discover the Perfect Career for You Through the
Secrets of Personality Type,by Paul D. Tieger and Barbara Barron
• Quick Guide to the 16 Personality Types in Organizations:

Understanding Personality Differences in the Workplace,by Linda V.
Berens, Sue A. Cooper, Linda K. Ernst, Charles R. Martin, Steve
Myers, Dario Nardi, Roger R. Pearman, Marci Segal, Melissa A.
Smith
3.5.2 Internet Resources

Throughout this guide you will find numerous websites that can
assist you in various aspects of starting and running a career coaching
business. In this section, we focus on several key resources that can
help you quickly increase your knowledge. Each of these websites is a
wealth of information that you can refer to throughout the process of
starting and running your business.
The Internet hosts a plethora of “expert” sites where people post

questions about various topics and receive replies in a message board
format. You can develop your career coaching skills here from the
comfort of your own home and answer as many or as few questions as
you’d like. People usually have an opportunity to “rate” your advice,
so this is also a good way to receive feedback and generate business.
Even if you are not yet at the stage where you are ready to volunteer
to answer questions, you can familiarize yourself with the types of
questions people are asking and the answers they are receiving from
other experts.
You might also consider placing an ad offering free career coaching

on a website like craigslist. Just go to http://www.allexperts.com/cl1/2/
jobscareers/ and choose a category (for instance ‘Career Planning’ or
‘General Career & Resume Help’) and then choose a subcategory. When
you have reached the most refined level, you will be presented with a
list of existing ‘Experts’ and a link to ‘Volunteer to be an Expert in this
category’; click it to apply. Read more at www.allexperts.com/central/
expert.htm. (You can also read more about how to get other volunteer
experience in section 3.2.1.)
Industry Sites and Sources for Workforce Information

If you type terms such as “career coaching”, “career development”,
or “career transition” into a search engine, you will have literally
thousands of websites to choose from. So here’s a short list of the
best websites for getting started learning about career coaching. The
following sites either provide detailed information, or links to detailed
information, on numerous aspects of career development.

• Career Convergence
This publication of the National Career Development
Association offers articles on the latest issues and trends for
career development professionals.
http://associationdatabase.com/aws/NCDA/pt/sp/
career_convergence
• The Wall Street Journal-Careers section

Articles on career-related issues such as behavioral interviews,
job search strategies, and networking.
http://online.wsj.com/public/page/news-career-jobs.html
• CareerOneStop
Sponsored by the U.S. Department of Labor. A wealth of
employment information including tools for research, job
descriptions, growing industries, and salary information.
www.careeronestop.org
• O*Net – Occupational Information Network

Comprehensive information on occupations and related skills.
http://online.onetcenter.org
• Canadian Labour Market Information

Comprehensive information on occupations and related skills.
www.labourmarketinformation.ca
• MindTools.com – essential career skills

Offers free assessments and suggestions for improving
business skills such as communication, problem-solving, and
decision-making. Not all resources are free; use discretion.
www.mindtools.com
• Quintessential Careers
Many useful job search tools, articles, and tutorials both for
coaches and clients. Not all resources are free; use discretion.
www.quintcareers.com
• DiversityInc
Articles relating to diversity in the workplace and job
postings.
www.diversityinc.com

4. Starting Your Own Business

As a self-employed career coach, you can enjoy freedom and the
potential for much higher income than you might earn as an employee.
If you dream of having your own career coaching practice, the
information in this chapter will help you get started.
Starting Full-Time or Part-Time

If you are currently employed, some of the questions you may need to
consider are:
• Should I quit my job and start my career coaching business on a

full-time basis?
• Should I remain at my current job and start a career coaching

business on the side?
• Would my employer let me keep my job on a part-time basis so I

could be available to meet with clients during business hours and
have a secure source of income while I’m getting my business off
the ground?

• If I leave my job to start my own career coaching business can I

rely on my current employer to become one of my clients?
While some of your choices will depend on external factors such as

whether or not your employer allows employees to moonlight, other
choices will be yours to make.
Other Start-Up Decisions

Whether or not you are currently employed, there are many other
decisions you will face when starting your career coaching business.
For example:
• Should I have a specialization or offer general career coaching

services?
• Should I incorporate?
• Should I work with one or more partners?
• Should I have an office and, if so, where?
• What should I name my company?
• What systems do I need to set up (e.g. for invoicing)?
• How much should I invest in start-up costs?
• Should I hire someone to design my website?
• Do I need an administrative assistant?
• What types of insurance should I get?
• What fees should I charge?
This chapter is designed to help you make these and other decisions
you will face in starting your business. (The next chapter will help you
decide how to market your business to attract clients.) It begins with
creating a business plan and continues with an overview of other factors
you’ll need to consider in starting your own business. It also offers
strategies, tips, and advice for increasing your chances of success in the

early stages, and insight into how to make your business successful in
the long term.
Throughout the chapter you will also find many helpful resources
for further information. If you could use more help with all areas of
starting a business, the following are excellent sources of information:
Small Business Administration

The SBA offers help with business start-ups and has a variety of
programs and services for the small business owner. There is at least
one SBA office in every state in the United States. Call the Answer Desk
at 1-800-U-ASK-SBA (827-5722) or visit www.sbaonline.sba.gov.
SCORE
A non-profit organization, SCORE has over 10,000 volunteers who
provide counseling and mentoring to new business start-ups. They also
offer business tips on their website. Call 1-800-634-0245 or visit www.
score.org.
Nolo.com
Nolo is a publisher of plain English legal information. Their website
also offers free advice on a variety of other small business matters. At
their website at www.nolo.com under ‘Get Informed,’ click on ‘Business
Formation.’
ChamberBiz
The U.S. Chamber of Commerce website offers free information on
preparing a business plan, incorporating, choosing your office location,
and other aspects of starting and running a business. Phone (800) 638-
6582 or visit their website at www.uschambersmallbusinessnation.
com/toolkits/start-up.
4.1 Getting Started

4.1.1 Creating a Business Plan
“No matter how much passion one might have for career coaching, the reality
is that without a specific structure to operate the administrative/business

pieces, the business likely won’t succeed for long. Marketing and sales need
to also be foundational skills learned.”
— Sharon DeLay,
Management
Business planning involves putting in writing all the plans you have for
your business. If you will be seeking financing for your business, the
lender will expect to see a business plan that shows you have a viable
business idea with an excellent chance for success. Even if you don’t
need financing (most career coaching practices do not), putting ideas
on paper will give you the “road map” of where you want to go with
your business and how you are going to get there.
A business plan can also help you avoid costly surprises. If you are
considering whether to leave a secure job to start your own career
coaching business, a business plan can help you determine the
resources you will need to start your business and decide when the
timing is best to get started. It will help you determine if you have
enough funds set aside to support yourself while you get the business
up and running.
If you make the effort to draw up a good plan now, you can be confident
that it will pay off in the future. You may find over the course of your
research that your thoughts change about how you will set up your
business. For example, you may have been planning to open an office,
but during the course of your research determine that since most of
your business will be done via phone and e-mail, this is an unnecessary
expense.
After reading this chapter, and the next one on finding clients, you will
be able to start creating your own business plan. It is a document you
will probably read repeatedly as you start to operate your business. In
the meantime, this section will give you an introduction to business
planning, walk you through key components of a business plan, and
conclude with a variety of resources to help you create your own
business plan, including links to further information, business planning
software, and business plan templates.
TIP: If your business plan is going to be shown to anyone, such

as potential investors, make sure you proofread it carefully.

While the format of a business plan can vary, one good approach is to
divide the body of your business plan into the following sections:
• A description of your business
• Your marketing plan
• Your financial plan
• Your management plan
In addition, your plan should include the following items:
• A cover sheet
• A table of contents
• An executive summary
• Financial projections
• Supporting documents
Description of Your Business

A description of your business is just that—a description of the business
you plan to start and operate. The key is to include information about
your business so that everyone who reads your business plan will know
you’re on to something viable.
You’ll need to state in this section that, as a career coach, you’ll be

operating a service business. Get specific about the services you’ll
provide. If you will have an area of specialization, state that in your
description.
The description of your business should also explain the legal structure
of your business. Will you have a sole proprietorship, for instance, or
incorporate? You’ll find more information about legal structures in
section 4.1.2.
In this section you can also discuss the career coaching field generally,
touch on points you will address in other parts of the business plan,
and include details about how your business will operate. For example,

you could describe your business hours. Do you plan to be available

during regular business hours? If you are working at another full-time
or part-time job, when will you be available to meet with clients? You
could also identify the planned location of your business, and why it’s
appropriate for your business.
You can conclude the description of your business by clearly identifying

your goals and objectives such as sales targets. Support them with
information you’ve acquired about being a career coach. It’s here that
you’re explaining exactly why you’re starting this business and what
you hope to accomplish with it.
Your own company description will be unique to your career coaching

business. You’ll find business plan models you can follow in the
resources listed at the end of this section.
Should You Specialize?

Most professionals market themselves as specialists. For example,
unless a doctor is a general practitioner, he or she will specialize as
a pediatrician, cardiologist, plastic surgeon, etc. Similarly, lawyers
specialize in criminal law, intellectual property, immigration, etc.
Likewise, most career coaches choose to specialize.
Many career coaches feel it is easier to get started in the business

as a specialist rather than a generalist because you have narrowed
down the options of who your potential clients may be and these
potential clients will perceive you as an expert in that area.
You can find information about specializations in section 2.1. When

choosing a specialization, in addition to considering which areas
you have experience in and are most enthusiastic about, you will
need to consider which areas are most in demand.
Also watch for emerging trends which can help you recognize
opportunities for your career coaching business. The resources in
section 3.5 can help you keep on top of trends in the career services
field.

Your Marketing Plan

Following are key elements of a typical marketing plan. You will find
additional information to help you plan your marketing in Chapter 5 of
this book.
Your Clients
The most important elements of a good marketing plan are defining
your market and knowing your customers. Knowing your customers is
important because it allows you to tailor your services to accommodate
those clients.
You don’t want to limit yourself to a market that is too narrow—that

can limit the scope of your business once it’s underway. For example,
you could choose to specialize in stay-at-home moms who are returning
to the workforce, but broadening the scope to include women’s career
development issues as a whole would increase your market. Quantify
your market and use your marketing plan to paint a picture of a wide
and ready market that needs your coaching services.
Competition
All businesses compete for customers, market share, and publicity. So
it’s smart to know who your competitors are and exactly what they’re
doing. To provide services that are different and better than those of
your rivals, you need to evaluate your competitors’ services, how
they’re promoting them, who is buying them, and other information.
Pricing
You’ll learn more about setting fees later in this chapter, but know that
you should address this issue, at least briefly, in your business plan.
This section should consider factors such as competitive pricing, costs
of labor and materials, and overhead.
Your Market Strategy

You’ll need to think about how you’ll advertise and promote your
business. Have a budget in mind, or at least set percentages of your
income that you’ll invest back into marketing the business.

Your Financial Plan

Financial management is crucial to running a successful business.
Your business plan should describe both your startup costs and your
operating costs. The startup budget includes all the costs necessary
to get your business up and running. Operating costs are ongoing
expenses, such as advertising, utilities, rent and so forth.
Remember to include the following items in your budgets. Notice that

some expenses overlap on the startup and operating budgets. More
information about expenses is provided in section 4.2.1.
Start-up Budget
Legal and professional fees, licenses, equipment, supplies, stationery,
marketing expenses.
Operating Budget
Make a budget for your first three to six months of operation, including
expenses such as: personnel (even if it’s only your own salary), rent,
insurance, marketing expenses, legal and accounting fees, supplies,
utilities, printing, postage and courier, membership dues, subscriptions,
and taxes.
Your financial management plan also should address the accounting

system you plan to use. Many small business owners conduct their
own accounting, using software such as Quicken (http://quicken.intuit.
com) or QuickBooks (http://quickbooks.intuit.com), while others hire
someone to set up a system. Also, check out Invoice Ninja (https://
www.invoiceninja.com/).
Your Management Plan

No matter how large your business is, managing it requires organization
and leadership. Your management plan will therefore address issues
such as:
• Your background and business experience, and how they will be

beneficial to your career coaching business

• The members of your management team (even if you’ll be the

only member)
• Assistance you expect to receive (financial help, advice, or other

forms of aid)
• Plans for hiring employees or seeking partners, either now or in

the future
• The duties for which you and any employees or partners will be
responsible
• A general overview of how your business will be run
The Extras
In addition to these major areas, your business plan should include the
extras mentioned earlier:
A Cover Sheet
This identifies your business and explains the purpose of the business
plan. Be sure to include your name, the name of the business, and the
name of any partners, if applicable. Also include your address, phone
number, email address, and other relevant information.
Table of Contents
This goes just under your cover sheet and tells what’s included in your
business plan. Use major headings and subheadings to identify the
contents.
Executive Summary
Basically, this is a summary of your business plan. It should summarize
everything you’ve included in the main body of the plan.
Financial Projections
This is an estimate of how much money you’ll need to start your
business, and how much you expect to earn. Remember to support
your projections with explanations.

Supporting Documents
If you will be seeking start-up funding, you’ll be expected to include
financial information. This may include your personal (and business,
if applicable) tax returns for the past three years, a personal financial
statement (get a form from your bank) and a copy of a lease agreement
if you will rent office space.
Resources
There are a number of excellent resources available to help you write
your business plan. The following are among the best:
• SCORE
The SBA offers help with business start-ups and has a variety
of programs and services for the small business owner. The
site also has links to sample business plans, a business plan
workshop, an interactive business planner and more. Visit
www.sba.gov/business-guide/plan-your-business/write-
your-business-plan.
• Small Business Administration: Business Plan Basics

The SBA offers help with business start-ups and has a variety
of programs and services for the small business owner. The
site also has links to sample business plans, a business plan
workshop, an interactive business planner and more. Visit
www.sba.gov/business-guide/plan-your-business/write-
your-business-plan.
• Canada Business Network

You will find a wide range of information at http://
canadabusiness.ca/business-planning, including a step-by-step
guide to walk you through starting your new business.
• Business Plan Pro Software

If you want help creating a professional business plan, another
option is to buy business planning software from PaloAlto
Software (www.paloalto.com). The cloud version is called
Live Plan, and is available for $19.95 per month (with a free
trial, visit www.liveplan.com/faq for more); the standalone
version is call Business Plan Pro and is available for $159.95.

Business Plan Pro offers a step-by-step guide to creating a

business plan, as well as 500 samples.
4.1.2 Choosing a Business Legal Structure

Like all entrepreneurs, career coaches are faced with the decision of
how to legally structure their business. You may be familiar with the
different forms of legal structures, sole proprietorship, partnership,
corporation or limited liability company, but it’s worthwhile to review
them briefly so that you can consider your options. In this section we
will look at the advantages and disadvantages of each for businesses.
Sole Proprietorship
A sole proprietorship is any business operated by one single individual
without any formal structure or registration requirements. A sole
proprietorship is the simplest and least expensive business legal
structure when you are starting out. It is also the easiest because it
requires less paperwork and you can report your business income on
your personal tax return. One drawback to this type of business is that
you are personally liable for any debts of the business.
Without going through any formal processes, you can begin your
career coaching business simply by getting the word out that you’re in
business. With this said, however, there are usually business licenses
and permits required by local municipalities in order for you to conduct
business. The costs of these licenses are usually minimal, but be sure to
check with your local municipal licensing office.
Business Licensing
Your city hall should be able to tell you if you need a license to work
from home (may be known as a home occupation license) and, if so,
where to get it. In many communities, to obtain a license to work at
home you will need to fill out a form, provide your business name
and phone number, and give some details about the nature of your
business. Most questions on the form are designed to detect and deter
people who will be a nuisance or a risk to their neighbors, and will not
apply to you. This license should cost you about $100, and will be valid
for one year.

You may also be required to have a county or state license so be sure

to check with regulatory agencies in your area to determine what
you’ll need. The SBA maintains a list of websites to contact for business
licensing or permits at the state level, which you can access at www.
sba.gov/category/navigation-structure/starting-managing-business/
starting-business/obtain-business-licenses. For information about
licensing and regulations for businesses in Canada, check out the
“Permits and Licenses” page at the Canadian Government’s Canada
Business Services for Entrepreneurs site at www.canadabusiness.ca/
eng/page/2843.
Here are some of the advantages and disadvantages of starting your

coaching business under the sole proprietorship model.
Advantages
• Easy to start
• Low start-up costs
• Flexible and informal
• Business losses can often be deducted from personal income for
tax purposes
Disadvantages
• Unlimited personal liability: the sole proprietor can be held
personally responsible for debts and judgments placed against
the business. This means that all personal income and assets, not
just those of the business, can be seized to recoup losses or pay
damages.
• All business income earned must be reported and is taxed as
personal income.
• More difficult to raise capital for the business
Incorporation
Incorporation of a business means that a separate, legal corporate
entity has been created for the purpose of conducting business. Like
an individual, corporations can be taxed, sued, can enter contractual
agreements and are liable for their debts. Corporations are characterized

by shareholders, a board of directors and various company officers. As

such, ownership interests can be freely transferred.
Creating a corporation requires filing of numerous documents to

legalize your career coaching business, as well as formally naming a
president, shareholders, and director(s), all of whom can be a single
person as set out in the company charter. As the rules and forms
required for incorporation vary from state to state and province to
province, it’s best to consult your local business licensing office or a
local lawyer specializing in incorporation.
While it is probably best to seek legal expertise when incorporating,

if you have the expertise and knowledge, you can incorporate your
own business or use one of the many online resources that specialize in
these matters. Here are a few websites offering such services, often for
only a couple of hundred dollars:
• BizFilings
www.bizfilings.com
• The Company Corporation

www.corporate.com
• Companies Incorporated
www.companiesinc.com
• My Corporation.com
www.mycorporation.com
• Form-a-Corp, Inc.
www.form-a-corp.com
Here is a list of some of the advantages and disadvantages to

incorporating your career coaching business.
Advantages
• Protect personal assets and income from liability by separating
your business income and assets from your personal.
• Corporations get greater tax breaks and incentives

• Ownership can be sold or transferred if the owner wishes to retire

or leave the business
• Banks and other lending institutions tend to have more faith in

incorporated businesses so raising capital is easier
Disadvantages
• Increased start-up costs
• Substantial increase in paperwork
• Business losses cannot be offset against your personal income
• Corporations are more closely regulated
An S Corporation is similar to the corporation in most ways, but with

some tax advantages. The corporation can pass its earnings and profits
on as dividends to the shareholder(s). However, as an employee of
the corporation you do have to pay yourself a wage that meets the
government’s reasonable standards of compensation just as if you were
paying someone else to do your job.
Partnerships
Another business structure that some career coaches choose over sole
proprietorship or incorporation is the partnership. A partnership is
precisely as its name implies, a business venture entered into by two
or more people with the intent to carry on business and earn profits.
Partnerships can be beneficial for career coaches as the workload and
finances can be shared, and partners with differing areas of expertise
can increase business opportunities.
You must register your partnership with a corporate registry. This does
not mean that you must incorporate, only that you are making a formal
declaration of entering into business with another person or persons.
Be sure to consult your local business registry and a lawyer specializing
in business registry. The primary purpose for doing this is for each
partner to protect himself or herself concerning issues such as sharing
profits, liability and dissolving the partnership equitably.
Below are some of the potential advantages and disadvantages to

partnerships:

Advantages
• More equity for start-up costs
• Broader areas of expertise can lead to increased opportunities
• Lower start-up costs than incorporation
• Some tax advantages
Disadvantages
• All partners are equally liable for the other’s mistakes with the
same liability as a sole proprietorship
• Profits and losses must be shared
• The business must be dissolved and reorganized when a partner

leaves
Beyond any legal issues, before going into business with a partner you
should spend many hours talking about how you will work together,
including:
• What each of you will be responsible for
• How you will make decisions on a day-to-day basis
• What percentage of the business each of you will own
• How you see the business developing in the future
• What you expect from each other
During your discussions you can learn if there are any areas where you
need to compromise. For example, one of you may want to start your
business as a part-time job, while the other wants to work full-time
and eventually build a business that will employ more people. You can
avoid future misunderstandings by putting the points you have agreed
on into a written “partnership agreement” that covers any possibility
you can think of (including one of you leaving the business at some
point in the future).

Limited Liability Company (LLC)

A Limited Liability Company is a newer type of business legal structure
in the U.S. It is a combination of a sole proprietorship (where there is
only one member of the LLC) or partnership and a corporation, and is
considered to have some of the best attributes of each, including limited
personal liability.
An LLC business structure gives you the benefits of a partnership

or S corporation while providing personal asset protection like
a corporation. Similar to incorporating, there will be substantial
paperwork involved in establishing this business structure. LLCs have
flexible tax options, but are usually taxed like a partnership. Here are
some of the advantages and disadvantages of LLCs:
Advantages
• Limited liability similar to a corporation
• Tax advantages similar to a corporation
• Can be started with one (except in Massachusetts) or more

members like a sole proprietorship or partnership
Disadvantages
• More costly to start than a sole proprietorship or partnership
• Consensus among members may become an issue
• LLC dissolves if any member leaves
In the end, choosing a business legal structure for your career coaching
business is a personal choice, and the advantages and disadvantages
should be considered thoroughly. Many career coaches begin their
independent venture as a sole proprietorship because of the low costs,
and incorporate as the business grows and the engagements become
larger and more complex. For more information about business
structures take a look at the resources available at FindLaw.com. The
direct link is http://smallbusiness.findlaw.com/incorporation-and-
legal-structures.

For some additional government resources to help you decide which

structure to choose in the U.S., try the Small Business Administration.
Visit http://www.sba.gov/category/navigation-structure/starting-
managing-business/starting-business/choose-your-business-stru. In
Canada, visit the Canada Business site at www.canadabusiness.ca/eng/
page/2853.
4.1.3 Choosing a Business Name

There are a few things to consider when deciding how to name your
business. Your business name needs to:
• Describe what you do
• Be easy to pronounce
• Attract customers
• Be unique
• Be available
To choose a name for your career coaching business, start by taking a

look on the Internet to see the names that other coaches have chosen.
Notice which names stand out. When you’ve decided on a few names
that sound fabulous, let some friends and colleagues know what
you’re thinking of calling your business, and ask for their comments
and opinions. The decision is still up to you, of course, but the instant
reactions of “real people” can be a good indication of whether you
are on the right track or not. Here are name samples from the career
coaching business owners we surveyed.
• Colleen’s Career Creations
• Catalyst for Action
• BoldlyGO Career and Human Resource Management
In most jurisdictions, once you have chosen your business name you
will also have to file a “Doing Business As” (DBA) application, to
register the fictitious name under which you will conduct your business
operations. The DBA allows you to operate under a name other than
your own legal name.

Filing a DBA usually takes place at the county level, although some
states require that you file at the state level, publish your intent to
operate under an assumed business name, and sign an affidavit stating
that you have done so. However, in most cases it’s usually just a short
form to fill out and a small filing fee that you pay to your state or
provincial government. The SBA has an informative page at www.sba.
gov/content/register-your-fictitious-or-doing-business-dba-name.
It’s important that your business name not resemble the name of
another similar business offering similar services. For one thing,
prospective clients may confuse the other business with yours and go
with your competitor’s services instead of yours. In addition, if you do
use a name too similar to another business that was in business first
they will have grounds for legal action against you.
Before officially registering your business name, you must conduct

formal fictitious names and trademark searches. (The fictitious names
database is where non-trademarked business names are listed.) A
trademark database lists all registered and trademarked business
names. In the U.S., the essential place to start is with the U.S. Patent and
Trademark Office. You can hire a company to do a name search for you,
or conduct a free search yourself at the PTO’s website at www.uspto.
gov/trademarks/index.jsp.
In Canada, the default database for name searches is the Newly

Upgraded Automated Name Search (NUANS) at www.nuans.com.
There is a $21.47 charge for each NUANS search. You can also hire a
company such as Arvic Search Services (www.arvic.com) or www.
biznamesearch.com to help you with name searches, trademarks and
incorporating your business for a fee. Check online for “corporate
registry services” to find other companies.
4.1.4 Choosing Your Location

Before you can decide where to locate your business, you have to
determine what functions you need your work space to serve. Take
into consideration the services you provide and what tasks you will
need to do. Consider whether you will meet with clients in person to
conduct your coaching sessions. Career coaching is typically done over
the phone or electronically via e-mail or web conferencing (see section
2.2 for more about ways to deliver services).

Much like choosing a business name, your choice of office location may
depend on client perception. However, if you don’t intend to invite
clients to your office, then a home office is the most economical place
for you to establish your business.
Working from Home

For many people, the biggest benefit of working from home is the end
of the commuter lifestyle, greater freedom, and the ability to spend time
with family. Since a large percentage of your coaching work will most
likely be done over the phone, working from home enables you the
flexibility of not being confined to a single work space. You could even
work from your backyard on a nice day.
Your clients may be located anywhere across the country so unless they
are local they will not be able to meet with you in person. If you do
have a local client and feel it would be beneficial to meet with them in
person, for interview preparation for example, many coaches choose to
use a local coffee shop for this purpose, or your local library may have a
room available for use. Make sure you find a location that is convenient
to both you and the client and quiet enough that you won’t have a lot of
interruptions.
Another benefit for eligible businesses is that you can deduct from
your income taxes a percent of your mortgage payment and property
taxes (or rent) and a share of utilities and maintenance costs. There are
various methods to make those calculations, but by far the easiest –
and most acceptable to the IRS – is to use an entire room, and to use it
for no other purpose. In the U.S., IRS Publication 587 has information
on how to compute the calculation and file the deduction. You can
download this information by visiting the IRS website and searching
for the publication numbers from the search engine on the front page.
At the time of publication of this guide it was available online at www.
irs.gov/pub/irs-pdf/p587.pdf.
The other thing you should check before deciding on an office at home
is local zoning. Most places won’t have a problem with a home-based
business that adds only a few cars a day to the automobile load on your
street. Most will, however, prohibit you from posting a sign in your
front yard, which is okay anyway, as you will not get any clients from

drive-by traffic. To find out the rules in your area, look up “zoning” or
“planning” on your municipality’s website.
In addition to any legalities, working from home requires some

planning with family members. Set regular office hours that you will
insist on, both for your own focus and to keep family members from
intruding when you need to work. It will be tempting for the family
to interrupt you, so make it clear that you are at work unless it’s an
emergency. The garage on fire is an emergency; needing to know where
the cookies are is not.
Office Space
While a home office works well for most career coaches, others prefer
to rent a separate space. If you find it challenging to stay motivated,
or tend to get easily distracted when you’re at home, an office may be
just what you need to help you focus on business. You may also have
use for an office if you have a large local client base and want to do
a significant amount of in-person meetings with your clients. Though
webcams and services such as Skype enable you to do this over the
Internet, some coaches prefer to have the ability to meet in person,
which can add another dimension to the coaching relationship.
A separate space also creates a better impression if you plan to have

corporate clients visit you. If you want a place to meet with clients,
or work with employees, you might want to consider getting an office
outside your home. This can also help to keep your work life from
infringing on your family life and personal space, and vice versa.
If you decide to rent space, start by determining what your requirements

are. Look for a place that is convenient to get to from your home, and
that gives you quick access to any services you may need. You can use
the checklist below as a starting point.
If you want the appearance of a professional office space, but cost is

an issue, consider shared office space in a business center or executive
suite. These facilities are typically furnished offices that provide you
with receptionist and mail services. They may also offer photocopiers,
printers, Internet access, and conference rooms that you can use for
client meetings. Do a Google search for your city and “office space”,
“shared office space,” “business center” or “executive suite”.

Office Space Checklist

q Will this be an easy commute for me? (You don’t want to have to
battle traffic to and from work every day if you can avoid it.)
q Is the neighborhood or district safe? (You want to feel
comfortable in your office and you want this for your clients as
well.)
q Is the parking area lit well? (Drive by at night and look at the
lighting. You don’t want to have to walk to your car in the dark.)
q Is the parking convenient for my clients, employees, and me?
(Even if you don’t mind a long hike, your clients will expect
convenience.)
q Is there space for growth? (You don’t want to have to move to a
bigger office next year.)
q Can I afford it? (You’ll want to read your lease agreement
carefully, and crunch some numbers in your budget before you
agree.)
4.2 Financial Matters

4.2.1 Start-up and Operating Expenses
Fortunately, a career coaching business is a relatively inexpensive
business to start, especially if you will be working from home. Ongoing
overhead is also low. Still, every business has expenses and it’s
important to budget for these before you start calculating your fees.
Start-Up Expenses
Item Low High

Office furniture (see checklist later in this section) $______ $______
Computer $______ $______
Item Low High

Printer/copier/scanner (separate or all-in-one) $______ $______

Office software $______ $______
Business phone line installation fee $______ $______
Webcam and microphone (for video conferencing) $______ $______
Telephone $______ $______
Office supplies $______ $______
Stationery $______ $______
Business cards $______ $______
Printing (brochures or other marketing materials) $______ $______
Website setup costs (design, domain name, etc.) $______ $______
Business licenses/fees $______ $______
Professional consulting (lawyer, accountant) $______ $______
Other (list each item) $______ $______
TOTAL $______ $______
Use the table above to estimate your start-up expenses and your
monthly operating expenses. Note that even if an item is listed below,
that doesn’t mean you have to budget for it. You may not need it, or you
may already have it. You should also consider if there are expenses not
on this list that will apply to you.
Monthly Operating Expenses

Your monthly operating expenses include both fixed and variable
costs. Fixed costs remain the same from month to month regardless of
the amount of work you do (examples include rent and membership
dues), while variable costs may vary from month to month (examples
include travel and taxes). To estimate monthly variable costs, start by
estimating a yearly total than divide that by 12 for a monthly average.

Item Low High

Salaries $______ $______
Benefits $______ $______
Rent (or portion of mortgage) $______ $______
Office supplies (see checklist later in this section) $______ $______
Telephone $______ $______
Telephone bridge line service

$______ $______
(for group phone sessions)
Internet service $______ $______
Postage and courier $______ $______
Travel expenses including mileage $______ $______
Insurance costs $______ $______
Membership dues $______ $______
Printing materials $______ $______
Marketing expenses $______ $______
Web hosting $______ $______
Magazine subscriptions and professional literature $______ $______
Training and conferences $______ $______
Legal and accounting services $______ $______
Banking expenses $______ $______
Entertainment $______ $______
Taxes $______ $______
Other (list each item) $______ $______
TOTAL $______ $______

Creating a monthly budget will help you plan for your first year in
business. After the first year, you can then build a budget for year two
based on what you actually spent during your first year. Your monthly
budget will also help you determine what costs you need to cover
before you start making a profit.
Your own costs may vary widely from those of other career coaches,
depending on what you currently have and what you plan to do with
your business. For example, your rent might range from $0 if you have
a home office to $1,000 per month for leased office space.
Following are checklists of typical office equipment and supplies

required for a career coaching business. Most of the large retail office
supply chains can set you up with everything you need for your office
at a reasonable price.
• Staples
www.staples.com
• Office Depot
www.officedepot.com
• OfficeMax
www.officemax.com
Office Furniture and Equipment Checklist

q Chair(s)
q Desktop computer and software
q Laptop projector for presentations
q Printer/copier/scanner
q Desk (one or more)
q Filing cabinet
q Lamps and lighting
q Storage shelves

Supplies and Small Equipment

q Accordion files
q Binders
q Brochures
q Business cards
q Business stationery
q Calculator
q Cell phone
q Day planner or PDA
q Envelopes (all sizes)
q File folders
q File labels
q Index cards
q Laser pointer for presentations
q Mailing labels
q Mailing envelopes
q Paper
q Paper clips
q Paper cutter (for trimming brochures, postcards, etc.)
q Pens, pencils, markers, and erasers
q Post-it notes
q Postage stamps
q Rubber bands
q Ruler
q Stapler and staples
q Tape

Keeping Track of Your Finances

Here are some tactics to use to keep track of your business income and
expenses. First, open a business account at a bank, trust company or
credit union, even if you are using only your own name to do business.
Use this only for paying the bills of the company and your own salary,
which you then deposit in your personal account.
Get a style of business check that requires you to record checks you’ve
written. You want to create a paper trail for your business account so
you are able to:
• Prove your deductions at tax time
• See at a glance where your money has gone
• Create balance sheets that your vendors or other financial

institutions may request from time to time
Also, keep track of your accounts receivable, accounts payable, and so

on in a ledger book, which you can get at any office supply store. Or else
use an electronic bookkeeping package. The most popular bookkeeping
software for small businesses is Quicken (http://quicken.intuit.com).
For under a hundred dollars, Quicken’s Home and Business program
will help you prepare invoices, manage your accounts, and generate
reports from your records.
Finally, keep two additional ledgers – small enough to carry in

your purse or briefcase – so you can log (1) mileage (or other travel
expenses), and (2) everything you spend during the day (remember to
keep personal and business expenses separate).
Also carry an envelope so you can keep receipts for everything you buy.
The cup of coffee you buy for a prospective customer, the latest issue of
a business magazine, the mileage you travel to a client’s office, the pack
of paper you pick up at the office supply store, the admission charge
for a trade fair — these and many other expenses should be accounted
for so you can minimize your taxes. And, of course, knowing exactly
where your money is going will help you plan better and cut back on
any unnecessary expenses. So make it a habit to ask for a receipt for
every expense related to business.

Be sure to re-file these at night in the appropriate files in your file

cabinet. The business receipts should be stapled to the order form for
each purchase/service for a client. No matter how you design a system,
make sure it works for you and that you can find receipts for anything
at any time.
4.2.2 Start-up Financing

Although the start-up costs for career coaching are minimal, you may
want to secure a loan or investment to get through the early months,
purchase some office equipment, or lease office space.
In business, there are two basic kinds of financing: financing and debt
financing. The decision to choose debt or equity financing usually will
be based on your personal financial position and how much additional
money you need in order to get your business started. Essentially,
equity financing is when you agree to give someone a share in your
business in exchange for an agreed amount of investment capital from
that person.
Debt financing is any form of borrowing money, including a loan, lease,

line of credit or other debt on which you must pay interest in order to
finance the original principal amount. Sources for this kind of financing
include banks, credit unions, credit card companies, suppliers, and so
on. If you buy a computer system for your company and pay for it
in monthly installments over a couple of years, that is a form of debt
financing since you will pay interest on the amount you finance.
Consider all your options carefully and, especially before you enter into
any kind of long-term debt arrangement, speak with an accountant and
a lawyer first.
Only you can decide which financing sources will be the best ones for
your business and your personal situation. The most important thing
is to make sure you agree to loan repayment terms that you can live
with and that are realistic for you. In the following sections we’ll look
at some of the sources of each type of financing and the advantages and
disadvantages to each. Additional advice on all aspects of financing
your business can be found at the SBA’s Small Business Planner website
at www.sba.gov/category/navigation-structure/starting-managing-
business/starting-business/prepare-your-business-f-0. In Canada,
visit www.canadabusiness.ca/eng/page/2868/.

TIP: Many financial consultants recommend having a nest egg

to live on while you are starting up your business. Some
suggest at least six months’ of living expense money — that
is, all the money you will need monthly to pay all your
personal living expenses, bills, and debts, so you can focus
on your new business without stress. This is apart from any
start-up capital you might need for the business itself.
Commercial Loans
Commercial loans are loans that you can get from a financial institution.
These include traditional banks, credit unions, savings and loans and
commercial finance companies. The terms of your loan will depend
upon several things, including your credit score, your collateral, and
your ability to pay back a loan. Be sure to compare interest rates and
terms of lending to see which institution offers the best deals.
When you are starting your business, financial institutions will likely
lend the money to you personally rather than to your business, as a
result, they are much more interested in your personal financial status
than your business plan. A business just starting up won’t count as
collateral, so you’ll probably need to guarantee the loan with personal
assets like your house or your car.
They will look at how much money you need every month to pay your
bills, what kind of resources or assets you have, what kind of debt you
are in, and how you will repay this debt.
Once your business is established, if you want a commercial loan in

order to expand – for example to open career coaching offices in other
cities – the financial institution may be willing to lend the money to
your business rather than to you personally.
In that case, the lending institution will insist on seeing a formal

business plan that demonstrates clearly-defined financial and business
goals. (If you haven’t read it already, see section 4.1.1 for advice on
creating a business plan.) will also need to prepare a loan proposal,
which includes a credit application, and provide information about
your business including the following:
• The type of loan you’re applying for

• Amount you are requesting
• What you will use for collateral
• How the money will be used
• Information about your business, its name, legal structure, tax

numbers, existing loans, taxes owed, assets
• Details about the business owners or principals: name, mortgages,

source of other income
Family and Friends

One of the greatest resources for your start-up money will always be
the people you know who believe in you and your ideas—your family
and friends. Very often they will help you with money when all other
resources fail you. They usually will agree to payback terms that aren’t
as strict as commercial lenders, and they are usually pulling for you,
too. As with any other kind of loan, it is important to make sure that
you and the other parties completely understand and agree to the terms
of the loan. Make sure you have a written document which states when
and how you will pay the loan back.
Another possibility is to ask a family member to co-sign a commercial

loan for you. Co-signing means that this person agrees to take on the
financial responsibility of the loan if you should fail. Family members
are often willing to help you out this way. Make sure, before friends or
family members help you out by co-signing a loan, that they are really
comfortable doing so.
Partners
One of the simplest forms of equity financing is taking on a partner.
Having a partner in your business brings additional skill sets, business
contacts and resources to the venture. Most importantly, a partner can
bring money to help pay for start-up costs and assist with ongoing
operations. You’ll need to decide whether your partner will be active
in the running of the company or just a silent partner who invests the
money, receives income from the business, but has no say in how things
are run. (You can read more about Partnerships as a form of business
legal structure in section 4.1.2.)

You as an Investor
Never forget that you might be your own best source of funding. One
nice thing about using your own money is that you aren’t obligated to
anyone else or any other organization—it is yours to invest. This can
be an excellent solution for individuals with some credit problems. To
raise your own capital, you can:
• Cash out stocks, bonds, life insurance, an IRA, RRSP, or other

retirement account
• Increase your credit on charge cards (remember that you will pay
high interest rates on these)
• Use personal savings
• Take out a second mortgage or home equity loan on your house

or other property
• Sell something valuable, like a car, jewelry, real estate, or art
Government Programs
Small Business Administration Loans
The Small Business Administration (SBA) doesn’t actually lend
you money. However, they have a program called the “7(a) Loan
Program” in which they work with banks to provide loan services to
small business owners. The SBA guarantees a percentage of the loan
that a commercial lender will give you, so that if you default on your
payments, the bank will still get back the amount guaranteed by the
SBA. As the borrower, you are still responsible for the full amount of
the loan. When you apply for a small business loan, you will actually
apply at your local bank. The bank then decides whether they will
make the loan internally or use the SBA program.
The SBA also provides a pre-qualification program that assists business

start-ups in putting together a viable funding request package for
submission to lenders. They will work with you to help you apply for
a loan up to a maximum amount of $250,000. Once the loan package
has been submitted, studied, and approved by the SBA, they will issue
a commitment letter on your behalf that you can submit to lenders for
consideration. They provide the extra assurance that many lenders

need to get entrepreneurs the financing they need. You can read more
about the process at www.sba.gov/category/navigation-structure/
loans-grants.
Another program offered by the SBA is a “Micro-Loans” program,

which offers loans to start-up and newly established businesses through
non-profit entities at the local level up to a maximum of $35,000. The
average loan is about $13,000. Interest rates for these small loans vary
between about 8 to 13 percent. You can find out more about these loans
at www.sba.gov/content/microloan-program.
Government Programs in Canada

If you are planning to open a retail business in Canada, you might
be interested in the Business Development Bank of Canada (BDC) or
the Canada Small Business Financing Program (CSBF). The BDC is
a financial institution owned by the federal government that offers
consulting and financing services to help get small businesses started.
They also have a financing program aimed specifically at women
entrepreneurs. You can learn more about the Business Development
Bank of Canada (BDC) and its financing resources at www.bdc.ca/EN/
solutions/financing/Pages/default.aspx.

The Canada Small Business Financing Program is much like the SBA
7(a) Loan Program mentioned earlier in this section. The maximum
amount you can borrow is $250,000, and the funds must be used to
purchase real property, leasehold improvements or equipment. The
CSBFP works with lenders across the country to offer loans at 3% above
the lender’s prime lending rate. To find out more, visit www.ic.gc.ca/
eic/site/csbfp-pfpec.nsf/eng/h_la02855.html.
4.2.3 Taxes
If you are properly informed and prepared you won’t have to face
your tax responsibility with a feeling of dread. In fact, once you are
organized and you have enlisted the help of a good tax professional,
taxes become just another regular business task.
Get Informed First

The best thing you can do to be sure of your personal and business tax
obligations is to find the information you need before you start your
new business. The Internal Revenue Service (IRS) has a number of
informative documents online that you can look at today to learn the
basics about everything you need to prepare for your taxes as a small
business owner. If you read these documents and understand them,
you will have no surprises at tax time.
One helpful document is the Tax Guide for Small Businesses that outlines
your rights and responsibilities as a small business owner. It tells you
how to file your taxes, and provides an overview of the tax system for
small businesses. You can find this document at www.irs.gov/pub/irs-
pdf/p334.pdf. For more general information for small business owners
from the IRS visit their website at www.irs.gov/Businesses/Small-
Businesses-&-Self-Employed/Small-Business-and-Self-Employed-
Tax-Center-1.
For Canadian residents, the Canada Revenue Agency provides basic tax
information for new business owners. This includes information about
the GST, how to file your taxes, allowable expenses and so on. You can
find this information and more helpful documents at www.cra-arc.
gc.ca/tx/bsnss/menu-eng.html.

It is also important to be informed about your obligations on a state

and local level. Tax laws and requirements vary on a state-by-state
basis and locally, too. Make sure that you find out exactly what you
are responsible for in your state and city. In addition, it is important
to find out about sales tax in your area. The Tax Foundation provides
information on a state-by-state basis for personal, sales and other taxes
at www.taxfoundation.org. The Canada Revenue Agency has a linked
directory of government websites at www.cra-arc.gc.ca/tx/bsnss/prv_
lnks-eng.html where you can find tax information on a province-by-
province basis.
Getting Assistance
If you decide you would prefer a qualified tax professional to help you
handle your taxes, you will find you are in good company. Many small
business owners decide to have a professional handle their taxes. An
accountant can point out deductions you might otherwise miss and
save you a lot of money.
Once you’ve determined what your accounting needs are you may be
able to find a professional accountant at the Accountant Finder website
(www.accountant-finder.com). This site offers a clickable map of the
United States with links to accountants in cities across the country.
Alternatively, an internet search is a good place to find listings for
accountants in your area.
You will also need to understand payroll taxes if you plan on hiring
employees. Each new employee needs to fill out paperwork prior to
their first pay check being issued. In the U.S. this will be a W-4 and an
I-9 form. In Canada, the employee will have to complete a T-4 and fill
out a Canada Pension form. The W-4 and the T-4 are legal documents
verifying the tax deductions a new employee has. The amount of tax
you will withhold as an employer varies and is based on the required
deductions an employee has as specified by the federal government.
Make sure you retain the forms in a folder labeled with their name and
store them in a readily accessible place such as a filing cabinet in your
office.
Check with your state or province’s labor office to make sure you are
clear about all the forms employees must fill out in order to work
for you. The sites below give more information on legal paperwork,

including where to get blank copies of the forms your employees will
need to fill out.
• SmartLegalForms.com
www.smartlegalforms.com
• IRS – Employment Tax Forms

www.irs.gov/Businesses/Small-Businesses-&-Self-Employed/
Employment-Tax-Forms
• Canada Revenue Agency

(Download the forms you need.)
www.cra-arc.gc.ca/forms
Taxes on Product Sales

In most jurisdictions, if you buy items or services at wholesale prices
and then resell them to your clients for a higher price , you will need
to collect sales tax and turn it over to the appropriate city, county, state,
or country. In order to collect sales tax, you must have a resale number.
Also known as a tax number, a resale permit, or a sales tax permit, you
are required to show this number on a certificate when you want to
shop wholesale. You will not pay sales tax at the point of purchase, but
will file your purchases with the state or county and mail them a check.
Wholesalers generally do not sell to the general public, and so they

need to know that you are in fact running a business and making
purchases for that business. In many cases, wholesalers will want your
business license number to keep on file (see section 4.1.2 for more about
obtaining a business license) in addition to your resale number. This
helps them prove to tax authorities that purchases you are making are
legitimately tax exempt.
Keep in mind that, in the U.S., a tax ID number doesn’t always

automatically grant a retailer sales tax exemption for purchasing
inventory. In some states, you’ll have to apply for a tax exemption
certificate. In order to get one of these, you’ll need the tax ID number
to prove you are a registered business with the state revenue agency. In
other states, you may not need to formally apply for a tax exemption
certificate. Some states allow you to complete a form that the state tax
agency supplies or to simply create your own statement of tax exempt

purchasing that includes your tax ID number. In these states, you don’t
need to submit the form or statement to the revenue agency but do
need to keep it on file for tax purposes in case the revenue agency
wants to look at it.
To find your state’s revenue agency, visit the Federal Tax Administrators’
website at www.taxadmin.org/fta/link, where you will find a clickable
map of the United States. Look for a “Businesses” or “Small Business”
link on your state’s revenue agency website and then a “Sales or Other
Use Taxes” link (or something similar). Some websites also provide an
obvious “Sales Tax Exemptions” link or something similar.
In Canada, provinces (with the exception of Alberta) have a provincial

sales tax (PST) that must be collected along with the Goods and Services
Tax (GST) by retailers when customers make purchases. Several
provinces have a Harmonized Sales Tax (HST), which is a blended sales
tax including both PST and GST. In most provinces, retailers must pay
the GST on wholesale purchases and then these amounts are subtracted
from GST payments made to the federal government.
In provinces with a sales tax separate from the GST, you will need
to apply for a purchase exemption certificate and a PST registration
number. You will have to provide them with your business ID number
(obtained when you apply to the Canada Revenue Agency to collect
GST) and they will send you the certificate. In provinces with the
blended HST, you will pay the HST on all goods you purchase for
your business, just as retailers in other provinces pay the GST on
wholesale purchases. To learn more, visit your province’s revenue
ministry website. The Canada Revenue Agency provides links to all the
provincial revenue ministries at www.cra-arc.gc.ca/tx/bsnss/prv_lnks-
eng.html.
TIP: If you are able to do business entirely by using your clients’

credit accounts, or if they reimburse you for anything you
buy for them, you may not need a sales tax license.
4.2.4 Insurance
Insurance can help protect the investment you make in your company
from unforeseen circumstances or disaster. Types of insurance for the
small business owner are listed in this section. Contact your insurance

broker to determine whether these or other types of coverage are right

for you.
You may also want to check out the National Association for Self-
Employed (www.nase.org) which offers reasonably priced plans
for self-employed people. Allstate has a program specifically for
home-based businesses; visit www.allstate.com/business-insurance/
protection-for-home-based-businesses.aspx.
Liability Insurance
This insurance (also known as Errors and Omissions Insurance) protects
you against loss if you are sued for alleged negligence. It could pay
judgments against you (up to the policy limits) along with any legal fees
you incur defending yourself. Include a specific example for this type of
business. For example, if you neglect to distribute a new company policy
document to the company’s employees, thinking that management was
responsible for doing this and the company experiences financial losses
as a result, you might find this type of insurance valuable.
TIP: For some small businesses, getting a Business Owner’s

policy is a good place to start. These policies are designed
for small business owners with under one hundred
employees and revenue of under one million dollars. These
policies combine liability and property insurance together.
Small business owners like these policies because of their
convenience and affordable premiums. You can find out
more about these policies at the Insurance Information
Institute (www2.iii.org/commercial-insurance/what-it-
does/types-of-policies.html).
Property Insurance
This insurance covers losses to your personal property from damage or
theft. If your business will be located in your home, you’re most likely
already covered with homeowner’s insurance. However, it’s a good
idea to update your plan to provide coverage for office equipment and
other items that aren’t included in a standard plan.
If your business will be located in a building other than your home, you
may need an additional policy. If you rent space, you’ll need property

insurance only on the equipment you have in your office — the owner
of the building normally would pay for insurance on the property.
Life and Disability Insurance

If you provide a portion of your family’s income, then you need to
carry life insurance and disability insurance to make certain they are
cared for if something happens to you. If you become sick or otherwise
disabled for an extended period, your business could be in jeopardy.
Disability insurance would provide at least a portion of your income
while you’re not able to be working.
Business Interruption Insurance

This insurance covers your bills and lost profit while you are out of
operation for a covered loss, such as a fire. Just because the business is
shut down doesn’t mean the bills stop coming. This type of insurance
covers ongoing expenses such as rent or taxes until your business gets
up and running again.
Car Insurance
Be sure to ask your broker about your auto insurance if you’ll be using
your personal vehicle on company business.
Health Insurance
If you live in the United States and aren’t covered under a spouse‘s
health plan, you’ll need to consider your health insurance options.
The Patient Protection and Affordable Care Act (PPACA) of 2010
established www.healthcare.gov as your primary resource to obtain
affordable health insurance.
Canadians have most of their health care expenses covered by the

Canadian government. For expenses that are not covered (such
as dental care, eyeglasses, prescription drugs, etc.), self-employed
professionals may get tax benefits from setting up their own private
health care plan. Direct Reimbursement Associates (www.draltd.com)
is an example of the type of financial planning company that can help
you set up your own private health care plan.

More Information
The Small Business Administration has an excellent insurance and
risk management guide for small businesses available at www.
sba.gov/sites/default/files/files/PARTICIPANT_GUIDE_RISK_
MANAGEMENT.pdf.
4.3 Setting Your Fees

One of the biggest challenges for novice career coaches is determining
how much to charge clients and how to present the bill. Part of the
confusion lies in the fact that there is such an enormous disparity in
the fees charged by many career coaches for the same services. Fees
also vary based on whether you are coaching an individual or a group,
providing outplacement services, and whether sessions are conducted
by phone, email, or in-person.
Most coaches use a basic hourly rate as a starting point. However, it

is also common practice for coaches to package their services at a
discounted rate based on the number of sessions, or level of service
based on the client’s employment history and experience. For example,
a career coach usually charges more to write or edit a resume for a
senior-level executive compared with a resume for a recent college
graduate or mid-level executive.
Other factors affecting the fees you may charge include:
• Your income requirements (this includes how much you want to

be paid, your business expenses, and how much profit you want
your company to earn)
• Your reputation and level of experience
• Your specialization
• Your client and their budget
• Your relationship with the client
• Your competitors’ fees
As you can see, some of these factors involve market conditions, while
others, such as your income requirements, are entirely under your

control. There are no set rules, and you may find that you need (or
want) to vary your standard fees based on the particular situation (for
example, if you are working with an individual who is unemployed).
It is important to be flexible, but do not fall into the trap of many new
career coaches by underestimating the value of your services and
charging less than market rates in the hope of gaining more business.
Prospective clients will not value your services if you do not value them
yourself.
4.3.1 Calculating Your Hourly Fee

Calculating your hourly rate is a good place to start. It will help you
to determine the appropriate fees to charge for coaching packages,
workshops, resume writing, and other services since each of these will
require a defined amount of your time.
So how do you determine your hourly rate? While you could simply
pick an hourly rate you would like to charge (such as $100 per hour), or
an annual salary you would like to earn (such as $100,000) divided by
the number of working hours in a year to determine your hourly rate,
most career coaches take a more systematic approach in setting their
fees.
To ensure that your costs are covered and that your business can
prosper, it’s recommended that you do some number-crunching using
the formula below. Try it with different figures (such as different annual
incomes) to help you settle on an appropriate hourly fee to charge.
1. Decide on the annual salary you would like to earn.
2. Estimate your number of working hours per year.
3. Estimate how many of those hours will generate revenue.
4. Determine your overhead costs.
5. Decide how much profit you want to earn.
6. Calculate your hourly rate.

Step 1. Decide Your Annual Salary

First, choose a figure you would like to earn as your annual salary. For
the purpose of illustrating how this formula works, we’ll assume you
want to earn an annual salary of $80,000.
Step 2. Estimate How Many Hours You’ll Work

While you may be planning to work “full-time,” that means different
things to different career coaches. Some consider full-time to be eight
hours a day, five days a week, with two weeks off for vacation. If so, you
will work:
40 hours per week x 50 weeks = 2,000 hours per year
Your own hours per year will likely vary from this amount. If you are
like many entrepreneurs, you may find yourself working more than 40
hours per week. For example, you may work 10 hours per day or six
days per week. On the other hand, you may want more vacation time
or you may want to start your career coaching business on a part-time
basis. Plug your own estimated hours into this formula.
Step 3. Estimate Your Paid Hours

The next step is to estimate the percentage of your working time that will
be spent on revenue-generating activities. This is a key consideration
that is sometimes overlooked by entrepreneurs. However, the reality is
that you will not be spending 100% of your working hours on revenue-
generating activities. Instead, you will need to assume that some of
your time will be spent on other activities.
Here are a few examples:
• Administrative work
• Attending networking events
• Preliminary consultations (most coaches and consultants provide

the first meeting to prospective clients for free)
• Other marketing activities
• Submitting proposals that don’t result in work

• Learning (reading, taking courses, etc.)
• Down time (sick days or time off)
Because your first year in business is likely to involve additional

work to get the business off the ground, it’s wise to estimate a higher
percentage of time spent on such tasks in your first year than you might
estimate for subsequent years. For the purpose of our example, we will
assume that 40% of your time will be spent on tasks that don’t generate
revenue, so 60% of your hours will be paid.
60% of 2,000 hours = 1,200 paid hours per year
4. Determine Your Overhead Costs

Overhead is all the non-labor expenses needed to run your business.
Some examples include: rent, utilities, insurance, office equipment, and
membership fees. Generally a career coaching business has relatively
low overhead if you choose to work from your home. You probably
already own certain items you will need, such as a computer. However,
you still need to account for additional expenditures in your calculation.
Use the total amount that you came up with in section 4.2.1. For
example, if you estimated that your monthly operating costs will be
$4,000:
$4,000 per month = $48,000 per year
5. Decide how much profit you want

Profit is generally expressed as a percentage of your total costs (your
salary plus expenses). How much profit would you like your career
coaching business to earn? Unless you want to start a non-profit
organization, the answer should certainly be more than 0%. Exactly
how much more is entirely up to you.
There’s no standard for how much profit you should be earning. Most
recommendations we found ranged from 10% to 25% annual profit.
Because you may have higher costs in your first year, you may want to
aim lower than you might in subsequent years. So for the purpose of
our example, we’ll assume you want to earn a profit of 10%. Here’s how
you would calculate that based on our previous figures:

$80,000 salary + $48,000 expenses = $128,000 total costs
$128,000 x .10 = $12,800 profit
6. Calculate your hourly rate.

Once you have figured out the other numbers, you can easily come up
with an estimated hourly rate which you would then round up or down
to come up with a fee that appears professional.
Here’s the hourly rate calculated from the numbers used throughout
this example:
$80,000 salary + $48,000 expenses + $12,800 profit = $140,800
$140,800 divided by 1,200 hours = $117.33 per hour
(which you might round to $120 per hour)
To see what you would need to charge in order to earn a larger salary,
work fewer hours, spend more on overhead, or make a larger profit,
you can plug other numbers into the formula.
For example, if you want to work the same number of hours, but
earn $100,000 per year instead of $80,000, spend $5,000 per month on
overhead instead of $4,000, and earn a profit of 15% instead of 10%,
here’s how you would calculate your hourly rate:
$100,000 salary + $60,000 expenses + $24,000 profit = $184,000

$184,000 divided by 1,200 hours = $153.33 per hour
(which you might round to $150 per hour)
Likewise, if the figure you come up with doesn’t seem reasonable for
your market (e.g. you don’t think you can generate the number of
clients, especially your first year in business, that would be required)
and you are willing to work more hours, earn a lower annual income,
spend less on overhead, or make a smaller profit, you can plug in
figures that will reduce your hourly rate.
Another factor to consider is how many clients you want to work with
per week or per month. You may not be able to provide your best to
each client if you stretch yourself too thin. Consider ways to generate
continuous income that do not require weekly investments of your

time in order to help meet your income goal. For example, offering pre-
recorded workshops or e-books you have written, which require only
the initial investment of your time to create them.
4.3.2 Fees for Individual Career Coaching

As discussed previously, the initial consultation is almost always
offered for free. Charging for an initial consultation can send up a red
flag for potential clients as to the legitimacy of your services, so just
consider this initial time spent as an investment in future earnings.
Offering the consultation for free encourages potential clients who
might be on the fence to find out what you have to offer. In addition,
be sure to remind your clients that career coaching fees are often tax
deductible. (You should check into this issue yourself to be sure that’s
true where you live.)
Hourly Rates
Career coaches in private practice typically charge fees anywhere
between $50 and $500 or more an hour for an individual coaching
session – quite a wide spectrum. Generally speaking, based on our
research, a competitive hourly rate for career coaches working with an
individual one-on-one over the phone ranges from $100-$150. If you are
working with clients in person, this rate would be higher (sometimes
as much as 50-100% higher), taking into account added travel expenses
and time.
As mentioned in the introduction to this section, it is important not

to underestimate the value of your services. However, you can start
your fees at the lower end of the scale. Then, if you find you have more
than enough business, you may raise them whenever you choose to.
Remember, part of the joy of running your own business is that in
situations like this, you make the rules. Maggie Mistal of MMM Career
Consulting based in New York City, also Martha Stewart Living Radio’s
Career Coach, offers this creative solution to the fee-setting dilemma
for those who are just starting out:
“In order to overcome this challenge, I chose to discount my services

when I was first starting out. I told my clients my rate but because I
was just starting out, I only charged half. This way, the performance
pressure was off and my clients felt they were getting a great deal.

This approach enabled me to build my skills and my client base,

which were core to making career coaching my full-time focus.”
Packages
The majority of career coaches offer alternatives to the hourly rate,
such as coaching packages that encourage clients to take advantage
of longer-term services, reducing the hourly fee based on the length
of upfront commitment. Typical packages would include 3 months’
worth of coaching with 9 sessions (3 per month) at approximately a
20% discount and 6 months with 18 sessions (3 per month) at a 25%
discount.
You should consider including some budget-conscious options as well,

particularly in a challenging economy, such as fewer sessions over the
same time periods with more work done by the individual between
sessions. Packages usually include added incentives, such as unlimited
e-mail or phone check-ins (during business hours). If you decide to add
a “clients only” page to your website, you can also offer access to this as
an added bonus for taking advantage of a coaching package.
Fees for Resume Writing and Editing

Fees for resume writing are usually based on whether the resume is
for an entry-level, mid-level, or senior-level professional. Curriculum
vitae, generally used for professionals with doctoral degrees, and
government resumes since they require additional expertise and can
be more lengthy documents (often several pages), usually demand
higher fees. Most coaches will also offer editing of an existing resume,
either one they have written previously for the client that needs to be
updated, or one the client has already written. Fees for these services
are lower since they require less time investment.
An average fee for an entry-level resume is between $125-$250, for

mid-level approximately $250-$400, and $400-$600 for senior-level
executive resumes. An average fee for a CV would range from $350-
$500. Additional fees, usually in the $25 to $50 range, can be charged
for composing documents such as cover letters, references, and thank
you letters. Again, these are just averages. Some coaches charge
considerably more or less based on their expertise and clientele.

Editing fees for existing documents average about $100-$250, also

dependent on employment level.
Fees for Groups

Offering group coaching provides benefits for both you and the client.
Clients who are working within a strict budget may find this option
more economical. Group coaching generally takes place via phone
conference, allowing anonymity and convenience. Clients can also
benefit from the added support and feedback of group members who
are in the same boat as they are, in addition to your guidance as coach
and group facilitator.
And, while group coaching is offered at a significantly reduced rate (on

average 50-60% of your individual rate) because each participant gets
less one-on-one time with you, this is more than made up for financially
by the inclusion of multiple participants. You can potentially earn more
than you could with individual sessions alone, in less time.
However, it is a good idea to limit the size of the group to something

that feels manageable for you and personalized for the participants.
A suggested size of about 4-6 people would generally allow adequate
time to focus on each person’s needs, but this can be tailored to your
personal comfort level and the makeup and subject matter of your
group.
4.3.3 Fees for Corporate Clients

In terms of fees, working with corporate clients can be lucrative for a
career coach. According to Barbara Gronsky of Delaware Valley Career
Solutions, “Corporations typically are willing to pay at a higher hourly
rate compared to the average individual. In addition, if a coach can be a
resource in a larger-scale layoff, he/she is typically guaranteed multiple
clients and a fixed project rate.”

Fees for Outplacement Services

As mentioned in section 2.3.1, more employers are seeing the value in
providing outplacement services for employees departing as a result
of downsizing or layoffs. It makes good business sense for companies
to maintain positive relationships with both outgoing and current
employees, as well as a positive image within their community.
To assist you in setting your fees for outplacement services, you’ll need
to determine what services you will provide. For entry-level and mid-
level employees, outplacement services are usually provided in a group
workshop format, whether in-person, or by phone or web conference,
once per week for a period of 1-3 months on average. Sometimes this
is supplemented with individual sessions. Senior-level executives
traditionally receive additional one-on-one sessions. Another more
budget-conscious option is to offer self-guided services such as
downloadable online programs that employees can access and use at
their own pace.
In addition to providing coaching services, the larger firms often have

multiple office locations where those who are taking advantage of
outplacement services can go to use the facilities, including computers,
printers, cubicle space, and various reference materials located on-site,
which is not something you’d be offering as a small business. Again,
services like this drastically affect fees. It is impossible to provide an
“average” fee for outplacement services because there are so many
variables.
Fees for Training

Fees for training programs are typically charged by the day. Fees vary,
but it is not unusual to charge several thousand dollars a day for a
training program. One trainer interviewed by IAP Career College
charges $1,500 for a half day and $2,500 for a full day, plus $1,500 for
program development (if it is not a program she usually presents).
Other trainers charge from $500 to $7,000 or more per day.
The following discussion on setting daily rates is adapted from the

IAP Career College Guide to Become a Business Consultant.

Many coaches who offer services for corporate clients use a daily fee
rate (also known as a per diem) instead of, or in addition to, their hourly
rate. This is a usual fee structure for day-long training programs. There
are two systems most used by coaches to come up with a daily rate. The
first, and most commonly used, is to simply multiply your hourly rate
by eight (see section 4.3.1 for information about how to calculate your
hourly rate). The daily rate is based on the assumption that you work
eight hours per day on average. So if your hourly rate is $150, you can
quickly calculate your daily rate as follows:
$150 per hour x 8 hours = $1,200 daily rate
The other system for calculating your daily rate is to give clients a
discount from your hourly rate as this may encourage clients to hire
you for a period of days rather than hours. We found such discounts
ranging from 4% to 20%.
Here’s how you would calculate a 5% discount off the $150 per hour
rate:
$150 per hour x 8 hours x .95 = $1,140 daily rate
4.3.4 Getting Paid

When working with individuals, it is customary for fees to be paid in
advance by the client.
Career coach Sharon DeLay offers the following tips on creating

a billing structure for outplacement services when working with
corporate clients:
I think billing mirrors the relationship. By this I mean if it’s a new

client relationship, a partial payment up front is reasonable because
there are usually materials that need to be produced. If the client is
a long-term, repeat client, it could be billed in installments or upon
completion. For example, if we’re talking about a group outplacement
class, which might last 2 or 3 weeks, billing upon completion is an
option. If it’s a long term private coaching situation, the company
might be billed in installments/monthly, since these relationships
might span several months.

For the group [outplacement] situation, a contract is often drafted for

the total group. Whether the individuals participate or not likely will
not impact the billing, although the outplacement company is typically
expected to try to initiate contact with the candidate to get them into
services. In some cases, the firm may have someone on-site the day
of the separations. This is to provide an “objective” outside party to
balance the situation (as much as that is possible to do), but also to
initiate the first contact to increase the chances that the individual
will utilize the provided services…I would always recommend that a
portion of the total fee is paid as a deposit or retainer, though.
You can even automate the billing process on your website, which
is particularly convenient since many of your clients won’t be local.
Setting up an automated electronic system of payment helps you
avoid having to deal with issues such as bounced checks, manual
invoicing, and the time-consuming and sometimes uncomfortable
task of repeatedly contacting clients to collect payment. This allows
you to spend less time on business and more time doing what you
love – career coaching.
Accepting Debit Cards

With a debit purchase, the funds come directly out of the customer’s
account at the bank and are deposited directly into your business
bank account. There is no credit involved for customer or merchant. In
order to set up debit payment, you will need to ask your bank for an
application and you will need a debit machine. The equipment costs
about $200 to $500, but some companies offer leases.
There may be a short delay or small charge to you, initially or ongoing,

depending on the bank. And you will have to get the equipment to
process the payments and print receipts. (Federal law mandates
receipts be provided to customers for debit card purchases.) To find
out more about debit card services in the U.S., visit the Electronic
Transactions Association at www.electran.org. In Canada, visit the
Interac Association at www.interac.ca.
Accepting Credit Cards

American Express and Discover cards set up merchant accounts
nationally and internationally. MasterCard and Visa are local. To
become a merchant directly accepting MasterCard and Visa, you will
have to get accepted by a local acquirer (a financial institution like a

bank licensed by the credit card company). Because yours is a new

business, you may have to shop around to find one that gives you good
rates (you may be charged between 1.5 and 3 percent per transaction
for the service, and often an initial setup fee and perhaps ongoing fees
for phone calls, postage, statements, and so on).
You might also have to provide evidence of a good personal financial

record to set up an advantageous rate, at least until you’ve become
established in your business and have a good track record for them
to look at. Remember, the bank is granting you credit in this instance,
“banking” on the fact that your customers will not want refunds or that
you won’t try to keep the money if they do.
These days, although the acquiring bank will be a local bank

somewhere, it need not be in your hometown. Numerous services are
available online to help you set up a merchant account. MasterCard
and Visa accounts, as well as American Express and Discover, can all
be set up through your local bank or by going to the websites of each of
these companies.
MasterCard Merchant
www.mastercard.us/merchants/index.html (USA)
www.mastercard.ca/en-ca/businesses.html (Canada)
Visa
https://usa.visa.com/run-your-business/accept-visa-payments.html
(USA)
www.visa.ca/en_CA/run-your-business/accept-visa-payments.html
(Canada)
American Express
https://merchant-channel.americanexpress.com/merchant/en_US/
accept-credit-cards (USA)
www.americanexpress.com/amex/ca/en/merchant/index.html
(Canada)
Discover
www.discovernetwork.com/merchants
Square provides ways to process credit card transactions anywhere

using their tools. One option is using their small card reader accessory

that plugs into your mobile device, enabling you to swipe cards and
receive payment through your phone or tablet. Customers will receive
copies of their receipts via email. A newer device allows you to read
chipped credit cards or accept payments with contact-free devices.
Read more about their services at https://squareup.com.
DirectPay is another way to get merchant account credit card services,

and offers a variety of other tools useful to the professional career coach,
including online shopping carts and the ability to accept payments on-
the-fly with a swipe reader accessory to your smartphone. Read more
about their services at www.directpayinc.com.
Accepting Payment Online

You may choose to accept payments online through services such as
PayPal (www.paypal.com) or Google Pay (https://pay.google.com).
Typically, these services charge a greater “discount rate,” which is
what the banks and credit card companies call the 1.5 to 3 percent they
withhold from your payments. And the purchase must usually be made
online. Still, there may be instances when you are doing business online
with some of your clients, and it may be useful then. Also, it provides a
safe route for conveying financial information over the Internet.
There are no monthly service or other account-related fees, but you will
surrender a small percentage of each transaction to a service like PayPal.
If you would like to accept credit card payments through PayPal, there
is an additional small charge per transaction (1.9%-2.9%) plus an
additional 30 cents per transaction. There is a small cross-border fee of
up to one percent applied to foreign payments, but this is waived for
funds coming from the U.S. to Canada. To find out more about PayPal’s
services visit their website and click on “Merchant Services.”
Accepting Checks
When you accept checks, especially for large amounts, you may want
to have a back-up system for getting paid if the client has insufficient
funds in their checking account. One option is to ask the client for a
credit card number which will be charged if the check does not clear.
When accepting checks, it’s important to get a credit card number,

driver’s license number, and full phone number and address (you might

even want to check it online quickly to insure they are legitimate). If

you have any doubts as to their honesty, it might be a good idea not to
accept the check and let the sale go.
You can accept checks from customers with greater assurance by using
a check payment service such as Clover Check Acceptance, which
compares checks you receive with a database of over 51 million bad
check records, allowing you to decide whether to accept a check from
a particular client. The company also provides electronic payment
services, from telephone debit card processing to electronic checks. You
can find out more about Clover’s services www.firstdata.com/en_us/
products/small-business/all-solutions/telecheck.html.
Invoicing
When you are working with corporate clients you may be expected
to submit invoices in order to be paid. The exact terms for payment
should be specified in contract form at the outset of your relationship,
including the level of detail the client expects in the invoice. Invoices
should typically be sent to the accounting or human resources
department. Check with the client up front to determine where to
address invoices and if they prefer to receive them electronically.
An invoicing system will be especially useful when you are working

with corporate clients. Corporate clients are generally invoiced upon
completion of a one-time training program, or on a monthly basis if
you are providing outplacement services. A company will typically
provide a retainer in advance to cover your expenses, and you will
invoice them monthly until the retainer fee is exhausted. This can vary
based on your relationship with the company and the type of services
you are providing, as discussed earlier in this chapter.
The easiest way to handle invoicing is to use an on online invoicing

service such as FreshBooks (www.freshbooks.com) or QuickBooks
(http://oe.quickbooks.com). At the time of publication, FreshBooks
offers several different packages depending on the number of clients
per month you need to invoice. The monthly fee for up to 25 clients per
month is $19.95 and you can try the service free for 30 days.
If you choose to create invoices manually instead of using one of the

automated systems, the invoice should be on your letterhead and
include the items listed on the sample invoice on the next page.

Sample Invoice
(On Your Letterhead)
Invoice #: 1105XX-1* Date: November 5, 20XX
Client: Cosmo Client Federal Tax #: 54321
XYZ Enterprises
123 Main Street
Sunnyday, CA 12345
555-123-4567
(*You can use the date as part of the invoice number to help keep track)
Attention: Human Resources Department
Re: Outplacement Services

(as per contract of September 12, 20XX)
Services and Expenses

ITEM Price
Fees for Executive Coaching Services $6,000.00
Fees for Non-Executive Employee Coaching $4,000.00
Total $10,000.00
Less: Retainer Fee ($5,000.00)
Balance Due $5,000.00
Terms:
Due Upon Receipt. Please make checks payable to Katie Coach
Career Solutions.
Payment Information (by credit):

Type (circle one): Visa / MC / Amex
Card Number: __________________________________________

Name: __________________________________________
Expires: __________________________________________
Thank you for your business.

Following Up on an Invoice
If a client doesn’t pay within the time requested on the invoice, you can
send another invoice, noting that payment is expected within a shorter
time, perhaps five or ten days. This gives your client a reminder to
quickly make the overdue payment.
If a client who has been extended credit doesn’t pay within the time
requested on the invoice, you can send an invoice copy, clearly marked
with a remark that that payment is expected within a shorter time,
perhaps five or ten days. You can do this by phoning or writing. If
you send a letter, you can make arrangements with the courier or post
office to get confirmation that your client actually received it. If you’re
dealing with a corporate client that is slow to pay, you may have to
make more than one phone call. If you work with that client again, you
may want to consider requiring a larger deposit or interim payments
before proceeding with work.
4.4 Working with Support Staff

You may be working on your own when you first start your business,
but at some point you could decide to hire people to work with you. For
example, you might hire an assistant or someone to help market your
company. You might hire these people as employees, or you might sign
them on as contractors. Even if you do not maintain your own office
and conduct most of your business by phone or electronically, you can
still hire a “virtual assistant” to manage administrative tasks for you.
4.4.1 Employees versus Contractors

Legally, if you hire an employee, you will have to pay payroll taxes
on that employee, and probably make unemployment and workers’
compensation contributions to the appropriate government agency. On
the other hand, you can train those employees the way you like, and
you can require them to do their work at certain hours and at places
you choose.
If you hire contractors, those people will have learned their job skills
elsewhere. They can choose how and when to do the work. You
mutually agree on what product will be delivered or what services will
be performed, as well as where and when they will be performed. But

you cannot require them to be at your office or anywhere else for a

certain number of hours daily. It is often best to spell out what you
expect and what the contractor is to do or deliver in an agreement.
Other differences between an employee and a contractor, which also
apply to you as a consultant, are:
• Employees work only for you. Contractors may have other clients
as well as you, and can work for any and all of them.
• Employees are paid on a regular basis. Contractors are paid per

project.
• Employees work for a certain number of hours. Contractors set

their own hours, as long as they get the job done. That can be
great for them if they are really fast, or not so great for them if
they are really slow. As long as the project is finished on time
to specs, it’s great for you. (On the other hand, if an employee is
slow, you may end up paying more salary to get the job done in
overtime, or even hiring temporary help to get things finished.)
• Employees can be fired or quit. Contractors can’t be fired in

the usual way while they are working under contract. You may
decide to have them stop working on a project, but you will be
obliged to pay them according to your contractual agreement
unless you are able to renegotiate the contract or successfully sue
them if you are unhappy with their work. (Of course that would
only be in extreme cases; it is best to avoid lawsuits altogether!)
Even though you are not writing paychecks to contractors, but rather
checks for contracting fees, there are still tax considerations. For more
information about employment taxes, contact the IRS or Canada
Revenue Agency.

For More Information

Before you hire, check with your local department of labor to find
out all the rules and regulations required as an employer. There
may be other state and federal rules and regulations that may
apply to you, including: health and safety regulations, Workers’
Compensation, minimum wage and unemployment insurance.
Before you hire someone as an employee, it’s a good idea to get
some additional information concerning regulations, taxes and so
forth. In addition to your local department of labor, visit the sites
below for more information:
• Canada Business “Hiring and Managing Staff”

www.canadabusiness.ca/eng/page/2718
• U.S. Internal Revenue Service

www.irs.gov/Businesses/Small-Businesses-&-Self-
Employed/Independent-Contractor-Self-Employed-or-
Employee
• U.S. Department of Labor

www.dol.gov/opa/aboutdol/lawsprog.htm
4.4.2 Finding Support Staff

So, how do you find staff when you need help? There are several routes
you can take, including running an ad in the classified section of your
area newspaper, working with an employment service, or seeking help
on an online job site such as those mentioned in Chapter 2.
However, the first place to start is by using word of mouth to get

the word out that you are looking to hire someone. Ask friends,
family, and acquaintances if they know anyone who might be a good
candidate to work with your business. You can also spread the word
through organizations that you belong to. You can find out more about
networking in section 5.3.3.

Hiring a Virtual Assistant

Another choice, rather than hiring someone locally, is to hire a
virtual assistant. This is a good choice if you have certain tasks
piling up or have intermittent work available but need someone
only on an occasional basis. A virtual assistant is someone you hire
over the Internet who can complete these tasks for you.
“VAs usually charge a higher hourly or daily rate than other office-
support professionals because they do more complex tasks. Expect
to pay $30 to $45 per hour or more,” Paul and Sarah Edwards note
in their article for Entrepreneur.com, “Hiring a Virtual Assistant”.
They suggest contacting a professional organization such as the
International Virtual Assistants Association (www.ivaa.org).
If you need help for just a limited time, you might consider contacting
a temporary employee service. These services provide employees
on a temporary basis. You pay the service, and the service pays the
employee. It also provides benefits to the employee and takes care of
payroll, taxes and so forth. You’ll likely need to pay more to the service
than you’d pay to a permanent employee, but if you only need help for
a limited amount of time, it may be worth it.
The selection process starts with the prospective employee sending you
a resume. Here are some other things to look out for when prospective
employees come in to interview or drop off a resume:
• Are they dressed nicely? Well-groomed?
• Are they polite and well-spoken?
• What does your gut instinct tell you?
4.4.3 The Interview Process

The purpose of an interview is to get to know potential applicants as
much as you can in a short period of time. It is therefore important
that most of that time be spent getting the applicants to talk about
themselves. Most employers with limited interviewing experience
spend too much time talking about the job or their business. And while
that is certainly important, it won’t help you figure out to whom you are

talking and if that person is a good match for your store. A good rule of
thumb to follow is that the applicant should do 80% of the talking.
To make the best use of your time, have a list of questions prepared in
advance. This will keep the process consistent between applicants. You
can always add questions that pop up based on their answers as you go
along. You can find a list of questions in section 2.9.2.
To get a sense of how an employee will actually behave on the job, it is

also a good idea to ask “behavioral questions.” Behavioral questions
ask applicants to give answers based on their past behavior. An example
is “Tell me about a time you had to deal with a difficult customer.
What was the situation and how did you handle it?” Instead of giving
hypothetical answers of what someone would do in a particular
situation, the applicant must give examples of what they actually have
done. While people’s behavior can change, past performance is a better
indicator of someone’s future behavior than hypothetical answers.
You can also ask questions that communicate your company policies
to discover if the applicant will have any issues in these areas. Some
examples are:
• When you are working, I expect your full attention to be on tasks
I have assigned. I do not allow private phone calls unless it is an
emergency. Is that a problem?
• It is important that we open on time. I expect my workers to be
punctual. Is there anything that could keep you from being on
time for every shift?
By being clear on specifics and details in the interview, you can hash
out any potential problems right then and there or agree to go your
own ways because it is not going to work.
What You Can and Can’t Ask

You should be aware that there are some things you simply cannot ask
about during a job interview. Some are illegal and others are insulting
and open the door to charges of discrimination. They include questions
about:
• Age

• Race
• Religion
• Marital status
• Family status or pregnancy
• Disability
• Workers Compensation claims
• Injury
• Medical condition
• Sexual orientation
4.4.4 References
Once you have found an applicant who appears to be a good fit, you
can learn more by checking their references. The best references are
former employers. (Former co-workers may be friends who will give
glowing references no matter how well the employee performed.)
Many companies will not give you detailed information about a past
employee. They are only required to give you employment dates and
sometimes they will confirm salary. But many times you will be able
to learn a lot about a potential applicant from a reference phone call. A
good employee is often remembered fondly and even asked about by a
former employer. An employer may not be able to tell you much about a
bad employee for liability reasons, but they can answer the question “Is
this employee eligible to be rehired?”
Here are some other additional questions from Tom Hennessy, author
of the IAP Career College Guide to Become a Coffee House Owner:
• How long did this person work for you (this establishes the
accuracy of their applications)?
• How well did they get along with everyone (looking for team
skills)?
• Did they take direction well (code words for “did they do their
job”)?

• Could they work independently (or did they sit around waiting to
be told what to do next)?
• How did they handle stressful situations (this is important,
especially if you are busy)?
If the references make you feel comfortable, call the employee to let
them know they have a job and to come in and fill out the paperwork.
4.5 Client Contracts

A contract is vital. It can help avoid misunderstandings by ensuring
you and your client have the same expectations of the work to be done.
It may also protect you. For example, when working with corporate
clients, if the person who hired you leaves the company, and is replaced
by someone who decides your services are no longer needed, having a
contract in place can help you get paid.
Your contract or agreement should explain what services you will

provide for the client and how you are to be paid. Your contract may
include all of the following:
• Your name, company name, address and contact information
• The client’s name, company name (if applicable), address and
contact information
• Description of the services being provided
• When the services will be provided
• Any services not being provided
• Fees, including payment terms, deposits, and reimbursement of
expenses
• Cancellation policy
• Confidentiality policy
• Signature lines for you and the client
On the previous pages are two samples. You can adapt these contracts
to fit your needs. The first is a sample engagement letter you might use
for a small project with an individual client. The second is a services

agreement which you could adapt for use with a corporate client. It
covers a number of additional areas, such as a liability disclaimer.
You can e-mail this to your individual clients and ask them to read,
sign, and return it to you via email or mail prior to your first session.
This contract can be adapted to use with corporate clients as well. In
this case, be sure the contract is with the company and not a specific
individual at the company in case that individual leaves the company
and a dispute arises about payment. Many companies will prefer to
have their own legal department draw up a contract.
Before using any contract with an individual or corporate client, or

before signing a contract drawn up by a corporate client, make sure
you have it reviewed by your lawyer to ensure it protects you, ensure
it complies with state/province, and federal laws, and otherwise meets
your particular needs. For example, even if you will only be working
on small projects for individuals, ask your lawyer about including
additional clauses in your engagement letter, such as a limitation of
liability clause. Be sure to familiarize yourself with the International
Coach Federation’s Code of Ethics and incorporate this into your
contract (see Sample Career Coaching Services Agreement section 1.9
on Confidentiality).

Sample Engagement Letter

(On Your Letterhead)
[Insert name of Client]
[Insert address of Client]
[Date]
Dear [Name of client],
As promised, I have set out below a description of the services

that [your name/company] will provide to you.
I will provide the following services:
[Insert description of the services, such as coaching sessions with the

client, assessments, etc.]
My fee for the services performed will be as follows:
[Insert rates, amount of deposit, etc.]
If you agree that the foregoing fairly sets out your understanding
of our agreement, please sign a copy of this letter in the space
indicated below, and return it to me at:
[Insert address or email address]
Yours sincerely,
[Name]
Agreed and Accepted:
__________________________________
[Insert name of client]
__________________________________
Date

Sample Career Coaching Services Agreement

THIS AGREEMENT is made this [date] day of [month], 20__.
BETWEEN
[insert name of your client] (the “Client”); and [insert your name or
your company’s name] (the “Coach”), collectively referred to as the
“Parties.”
1.1 Services
The Coach shall provide the following services (“Services”) to
the Client in accordance with the terms and conditions of this
Agreement:
[Insert a description of the services here].
1.2 Delivery of the Services
• Start date and Time: The Coach shall commence the provision
of the Services on [insert date here] at [insert time here]. Unless
otherwise arranged, each career coaching session shall be 45
minutes in length and shall be conducted by telephone. The
Client agrees to call the Coach at the specified time.
• Completion date: The Coach shall complete the Services

by [insert date here] (“Completion Date”). With the prior
agreement of both parties, the completion date may be
extended if additional services are determined to be required.
1.3 Fees
As consideration for the provision of the Services by the Coach,
the fees for the provision of the Services are [insert fees here – per
month or per hour based on your fee structure] (“Fees”). The Client
shall pay for assessment fees, phone charges, and other expenses
as agreed by the Parties.

1.4 Payment
The Client agrees to pay the Fees to the Coach in advance in
exchange for a discount of [insert any % discounts for packaged
services], or before the first session of each month. If resume
services are provided, the Client agrees to pay the Fee for service
in advance.
The Coach shall invoice the Client for the Services provided to
the Client [monthly/weekly/after the Completion Date]. The Client
shall pay such invoices [upon receipt /within 30 days of receipt] from
the Coach.
Any charges payable under this Agreement are exclusive of any

applicable taxes or other fees charged by a government body and
such shall be payable by the Client to the Coach in addition to all
other charges payable hereunder.
1.5 Cancellation
The Client is required to provide the Coach with at least 24 hours
notice of intended cancellation of a session or the Client will be
charged for the missed session. If the Coach is unavailable for
a scheduled session, the session will be rescheduled for a time
agreed to by both parties, with no additional charges incurred by
the Client.
1.6 Limitation of Liability

Subject to the Client’s obligation to pay the Fees to the Coach,
either party’s liability arising directly out of its obligations under
this Agreement and every applicable part of it shall be limited in
aggregate to the Fees. The Coach assumes no liability due to the
services purchased for the Client. The Client understands that
coaching is not therapy and that the Coach is not a therapist. The
Client further understands that the coaching relationship does
not take the place of legal, medical, financial or other professional
advice.

1.7 Term and Termination

This Agreement shall be effective on the date hereof and shall
continue until the completion date stated in section 1.2 unless
terminated sooner.
1.8 Relationship of the Parties

The Parties acknowledge and agree that the Services performed
by the Coach, its employees, sub-contractors, or agents shall be
as an independent contractor and that nothing in this Agreement
shall be deemed to constitute a partnership, joint venture, or
otherwise between the parties.
1.9 Confidentiality
Neither Party will disclose any information of the other which
comes into its possession under or in relation to this Agreement
and which is of a confidential nature. The content of coaching
sessions will be held by The Coach in the strictest of confidence.
The Coach further agrees to adhere to the ethical standards
maintained by the International Coach Federation [attach a copy –
you can find ICF ethics guidelines here: www.coachfederation.org/
Ethics].
1.10 Miscellaneous
The failure of either party to enforce its rights under this
Agreement at any time for any period shall not be construed as a
waiver of such rights.
If any part, term or provision of this Agreement is held to be

illegal or unenforceable neither the validity nor enforceability of
the remainder of this Agreement shall be affected.
This Agreement constitutes the entire understanding between

the Parties and supersedes all prior representations, negotiations
or understandings.

Neither Party shall be liable for failure to perform any

obligation under this Agreement if the failure is caused by any
circumstances beyond its reasonable control, including but not
limited to acts of god, war, or industrial dispute.
This Agreement shall be governed by the laws of the jurisdiction

in which the Client is located.
Agreed and Accepted

Agreed by the Parties hereto this ______ [insert day] of ______
[insert month], 20__:
Client:
____________________________________________
[Client’s Name]
Coach:
____________________________________________
[Coach’s Name]

5. Getting Clients
“I’ve been trying to get an interview with that company for months!
How did you manage to get your foot in the door? Do you know
someone there?”
“Actually, no. I worked with a great career coach, (your name). She
wrote a really eye-catching, targeted resume for me, and helped me
create a strategy for getting the job I wanted. It was just the push in the
right direction that I needed.”
“Wow, that sounds, great. I haven’t been getting a lot of traction

with my resume these days. May I have your career coach’s contact
information? I’d love to get in touch with her to see if she could help
me too.”
This is an example of the way many career coaches find clients —

through word of mouth. As you probably know from personal
experience, a recommendation from a friend is perhaps the most
powerful form of advertising that exists. As you gain more experience
and network with others in the field, you will also likely get many
referrals from other career coaches who have more clients than they
can handle, or who don’t have expertise in the area a particular client
needs.

But don’t despair if you are just starting out, or if you want to sell your
career coaching services to a market you have no previous experience
with (for example, if you want to work with recent college graduates
but aren’t sure how to market to that audience). In this chapter you will
find a variety of ideas to help you attract clients. And once you have
done a great job for those first few clients, you can start attracting more
through word of mouth.
5.1 Choosing Your Target Markets

Before you start trying to sell your services to prospective clients, you
should decide which types of clients you want to work with. These are
your “target” markets.
It can be tempting for a new career coaches to say something like “I

want to provide coaching services for anyone who’ll pay me!” Avoid
the temptation. It is costly and time-consuming to try to market your
business to “everyone” and the truth is that some people will be
more interested than others in the services you have to offer. In fact,
people are more likely to hire you if they see you as an “expert” who
specializes in what they need.
When you are just starting out, of course you might take whatever
business comes your way. However, you can focus your marketing
efforts on the target markets you most want to work with. Once you
start getting more business, you may be able to give up work you find
less rewarding, and spend your time on clients and projects you find
most rewarding.
Your target market will depend on any specialization you identified

in section 2.1. Your specialization might be working with a particular
segment of the population, such as career changers, recent graduates,
mature workers, or entry- to mid-level executives. Or, you might
specialize in a particular service, such as resume writing or personal
branding, or a particular industry, such as finance or technical fields.
Even if you plan to offer a full array of services to individuals in a wide

variety of situations, beginning with a specific market in mind can help
you develop an effective marketing plan. The large majority of the

career coaches we interviewed for this guide stressed the importance of

choosing a niche to maximize your profit potential.
Once you have decided who your target markets are, you can prepare
materials and plan marketing activities that will most appeal to those
groups. As you get more experience you may decide to go after new
target markets, or your business may naturally evolve to focus on
particular types of clients. However, starting with some specific target
markets in mind can help you focus your marketing efforts most
efficiently – saving you both time and money.
Here are some types of clients that typically hire career coaches and
some suggested strategies for finding contact information and targeting
your marketing approach. In addition to coming up with your own
target market list based on your areas of expertise and interest, you
might consider any of these:
5.1.1 Recent College Graduates

Recent college graduates often require guidance because of their lack
of experience with the world of work. Some recent graduates will
have at least an idea what type of job they want or what industry they
would like to work in, and may have taken advantage of internship
opportunities through their school. However, even students with a clear
idea of what they want are often unprepared for the realities of the job
search process, may have unrealistic expectations about salary, and may
never have written a resume at all, let alone one that will make them
stand out to prospective employers.
Other recent graduates, often those who have majored in liberal arts
such as English, history, or sociology, find themselves having graduated
with no clear idea of what type of work they want to do. They may
not see the connection between their interests and the skills they’ve
learned in school and their employment opportunities. These clients
may benefit from skills, interest, and personality assessments in order
to help them choose their path, and may need to spend more time
researching different careers.
In addition to the graduates themselves, parents may be particularly

eager for their kids to find gainful employment and be able to support
themselves, so in many cases they will be the ones encouraging (and

perhaps paying for) the coaching. This can create other challenges for
you as a coach, including dealing with issues of privacy and conflicting
goals.
If this sounds like a population you would particularly like to work

with, you should consider marketing approaches that will appeal to
parents, and to someone of the younger generation. When marketing
to a younger audience, take advantage of technology.
• Use social media sites like Facebook and Twitter to get the word
out (you might consider posting or tweeting a job search tip of the
day, for example).
• Offer a brief free teleclass on YouTube or Udemy, or teleconference

workshops by establishing a job search group for recent grads on
meetup.com.
• Consider speaking engagements at places like colleges and

universities, libraries, and bookstores.
• Use up to date technology and multimedia on your website,

and an online appointment scheduler that sends out automated
reminders to your client’s e-mail (www.CheckAppointments.
com offers this service free).
5.1.2 Unemployed Workers

The unfortunate reality of bad economic situations is that they create
a larger pool of applicants for fewer jobs. Many mid-career and more
mature individuals will find themselves laid off from their jobs and
either unemployed or underemployed. Many of these job-seekers are
looking to gain an edge on the competition to get their foot in the door
with another company in the same field in which they already have
experience.
These individuals are typically looking for help with resumes,

interview techniques, or job search skills. If they only require assistance
with one aspect of the job search process and are on a limited budget,
they may be more likely to hire you as a consultant to provide a specific
service, like writing a resume, rather than for extended career coaching.

Individuals in this situation may be dealing with stressful life situations

as a result of their employment separation, from financial concerns to
self-esteem issues and family conflicts. While many of the services you
will need to provide for them are the same as you would provide for a
recent graduate, sensitivity to these additional issues is required, as is a
different marketing approach (see the ideas listed for Career Changers
below).
5.1.3 Career Changers

Another potential market is those who are currently employed in, or
have recently left (either of their own accord or due to downsizing),
jobs that they find less than personally fulfilling. Perhaps they have
already worked in several different fields, but just haven’t found that
one thing that they are passionate about. These individuals may know
they want something different, but need guidance in investigating their
options, and making decisions. Others may know what their dream job
is, but need help identifying and making the most of their transferable
skills and setting goals.
For any of the above groups, your targeted marketing approach might
include a combination of any of the following:
• Use social media such as LinkedIn or Twitter; look for more on
social media in section 5.3.2
• Arrange speaking engagements through your local chamber of
commerce, public library, or place of worship
• Attend networking events
• Write and publish relevant articles and distribute press releases to
targeted media
• Advertise through one of the professional coaching associations
5.1.4 Corporations
The current economic crisis has also forced many corporations to
make the difficult decision of laying off workers. There is a growing
trend toward companies providing outplacement services for these
individuals. This benefits the company financially because former
employees returning to full-time work as soon as possible rather than

collecting unemployment benefits affects the company’s unemployment

tax rate). Providing outplacement also helps the company in terms
of positive word of mouth about their corporate culture. Most
corporations want to create a public image that shows they care about
their employees in order to attract and retain the best staff.
Depending on whether you choose to offer group outplacement

services, one-on one coaching for higher level executives, in-person or
distance coaching, and what types of companies you are targeting, your
marketing approach again needs to be mindful of your audience.
• Begin with companies where you have a personal connection

(either places where you know someone in a position of authority,
or where you have worked and maintained good relationships
with the management)
• Advertise on websites or in professional trade journals that are

widely read by professionals in your targeted industry.
• Search databases such as Hoovers (www.hoovers.com) for contact

information.
As you gain more career coaching experience and gauge the results of
your initial marketing efforts, you may choose to branch out to different
markets or fine tune the focus of your marketing approach. Don’t be
afraid to try different methods and get as much feedback from clients
as you can as to what attracted them to your business. See more about
working with corporate clients in section 5.4.
5.2 Marketing Tools

5.2.1 Printed Materials
Your printed materials include business cards, stationery (such as
letterhead, envelopes, and mailing labels), and other marketing
materials such as brochures.
If you have a computer with a high quality laser or ink jet printer, you
may be able to inexpensively print professional looking materials from
your own computer. Free templates for the print materials you are
likely to need in your business can be found online.

HP offers templates for a variety of programs at http://h20424.www2.

hp.com/program/activitycentre/in/en/projects/officetplssets.asp.
For example, you can create a matching set of stationery (business
cards, letterhead, envelopes) in Microsoft Word or a presentation in
PowerPoint.
Another excellent resource is the Microsoft Office Online Templates

Homepage at http://office.microsoft.com/en-us/templates. At this site
you can search a database to find templates for:
• Business stationery (envelopes, labels, letters, memos, etc.)
• Marketing materials (brochures, flyers, newsletters, postcards,

etc.)
• Other business documents (expense reports, invoices, receipts,

time sheets, etc.)
As an alternative to printing materials yourself, and for materials

that won’t fit through your printer (such as folders), consider using
a company that provides printing services. Beautiful stationery can
convey to prospective clients that you have a good eye and a high
standard of excellence. Your printed materials can be easily designed,
paid for and delivered without leaving the house.
Here are links to some companies that provide printing services for
small businesses:
• FedEx Kinko’s
www.fedex.com/us/office/copyprint/online
• Acecomp Plus – Printing Solutions

www.acecomp.com/printing.asp
• The Paper Mill Store

www.thepapermillstore.com
• Vistaprint
www.vistaprint.com
• MOO
http://us.moo.com

• Jukebox
http://jukeboxprint.com
While the resources listed above can help with all your printing needs,
here is some advice about two types of materials that are particularly
important for marketing purposes – business cards and brochures.
Business Cards
The first thing on your list of marketing tools is your business cards.
This is one item that you can’t do without as a career coach. A business
card gives clients the essential contact information for your business,
and every time you hand one out you should think of it as a mini
advertisement.
The basic information to list on your business cards includes:

• Your name (include advanced degrees or credentials, e.g. “Your
Name, CPCC, CARW”)
• Your title or what you do (Career Coach and Consultant)
• Your company name
• Your contact information (phone numbers, email address)
• Your web address
In addition, consider including the following items to promote you and

your consulting services:
• Professional memberships and certifications (e.g. Member,
International Association of Professional Career Coaches)
• Your specializations and services offered
• Company logo
• Your mailing address
Keep business cards the standard size, 2 x 3 ½ inches, and if possible,

invest in a sturdy card that has a good weight and feel to it. The cost of
business cards can vary depending on how much or how little of the
work you do creating them. You can make your own business cards

inexpensively if you own or have access to a computer. Office supply

stores sell sheets of cards that can go through any type of printer.
You can also hire a graphic artist to design a logo, do the layout and
even arrange for printing. Most print shops have a design specialist on
staff to help with these matters as well. There are also websites, such
as www.gotlogos.com, that will provide you with an inexpensive
customized logo (the charge was $25 as of the writing of this book).
Whichever way you decide to go, make sure your business card is a
reflection of you and your career coaching business. For example, you
might want to use a two-sided card with an inspiring quote on the back,
incorporate color, or a design that represents your specialization. Avoid
the temptation to go for “cute”; you probably want to skip the cards
with the kitten photo (unless of course you’re specializing in veterinary-
related careers). Aim for professional and uncluttered.
When ordering your cards from a printer, the more you order the less
expensive they are. When you order 500 cards, for example, the cost is
minimal, starting around $50 depending on how many colors you have
on your card and the card stock you use. Shop around to see where you
can get the best deal.
Another alternative when you’re just starting out is to use free business
cards from Vistaprint.com. You can order 250 cards from them, using
a variety of contemporary designs, and you only pay for shipping. The
only catch is that they print their company logo on the back. If you
don’t mind having their logo on the back of your business cards, this
is very economical. If you prefer not to have another company’s name
printed on the back of your business cards you can order 250 cards for
about $20 plus shipping from Vistaprint without their logo.
Once your cards are printed, always keep some on hand, as you never
know who you might run into. Keeping your business cards in a case
is more professional than keeping them scattered across the bottom of
your briefcase or bag. It will also ensure that you only hand out pristine
cards, and not a worn or stained card.
Brochures
You will have many opportunities to give out your business card. But
there are also times to give out brochures. For example, when you give

a presentation at a networking meeting (see section 5.3.3), present a

free workshop, or when people seem particularly interested in your
services. You should also provide some to the companies with whom
you do a lot of business in case someone asks them if they know a
career coach they could recommend.
Brochures give prospective clients an overview of what your business is

about. Some career coaches choose to develop very detailed brochures
while others prefer a clean look with less detail. If you decide to create
a brochure for your business, it should of course contain your company
name and contact information, including your web address. It can also
include information such as:
• Information about the services you provide
• A description of your professional qualifications
• Benefits of hiring a career coach or consultant
• A photograph of you
• Testimonial quotes from satisfied clients
If you are printing only a few copies of your brochure, you may be able
to find nice paper at your local office supply store or one of the websites
listed earlier in this section, which you can run through your printer.
You can use software such as Microsoft Publisher to design and print
your own brochures, or you could try a free online template where
you download the template and create the design and print using your
printer. You can find brochure templates at the Microsoft Office and
Hewlett-Packard websites mentioned at the beginning of this section.
For a professional look you can use a service such as Vistaprint (www.
vistaprint.com) or a printer in your area to do it for you. Look online
for “printers near me”. Cost starts at around $50 at Vistaprint, and can
go much higher for other printing companies printing with color and
glossy paper.
Many printers will have an in-house design department who can do the
artwork for you, but make sure you have a hand in developing the text.
You are the best-qualified person to describe what your business is all
about. Also, check for any typos in your phone number, email address

or other contact information or you will be paying the printer to fix

1,000 brochures or doing it by hand.
5.2.2 Your Portfolio

A portfolio shows examples of your work and may include the
following items from workshops you have conducted, or clients you
have worked with:
• Samples of resumes and cover letters you have written for clients
(with identifying information removed)
• Collateral materials from presentations and workshops you have

given (e.g. flyers, brochures, posters, news releases, etc.)
• Testimonials or letters of recommendation from individual or

corporate clients
• Letters, notes or copies of emails from attendees congratulating

you on the success of a workshop
• Media clippings about your workshops or presentations
• Clippings of newspaper and magazine articles where you have

been quoted as an expert, or that you have written
• Listing of other media where you have been quoted, been a guest,
or had your work reviewed (i.e. websites, books, radio or TV)
A portfolio offers a prospective client proof that you have the skills and
creativity to do the job. If you plan on meeting in person with corporate
clients, this is something you will need to bring with you, in addition to
copies of any assessments or other items you intend to use in providing
outplacement services.
In terms of working with individual clients, it is less likely that you

would require a formal portfolio. Many of the above items, particularly
testimonials and resume samples, can simply be posted on your website
where they are readily accessible to potential clients. You should also
be prepared to provide a list of references. Read on to find out how to
get items for your portfolio and how to put it together.

Letters of Recommendation
The best letters of recommendation are those written by clients you
have provided career coaching services for. However, you can also
include letters of recommendation from past employers if the letters say
good things about your abilities in areas that are important in the career
coaching business, such as interpersonal, writing, and marketing skills.
You can also include appropriate thank-you notes you have received.
Sample Recommendation Letter

Dear Katie C. Coach,
I wanted to take the opportunity to thank you for all the work you
put into my resume. It is far more professional and creative than
the one I was using. Answering the targeted questions you asked
about my accomplishments and then seeing them highlighted in
this way makes me realize how much I was undervaluing what I
had to offer an employer.
I have already gotten several interviews with the new resume

you created and feel like I now have all the tools, and the
confidence, I need for a successful job search.
I will definitely recommend your services to anyone I know who

is seeking career coaching or resume help.
Sincerely,
Jane Job-Searcher
As was emphasized in Chapter 3, every time you coach someone —

even a friend or family member — or give a presentation or workshop
(even on a volunteer basis), ask for a letter of recommendation. When
you ask for a letter, keep in mind that many people are busy, so they are
more likely to do what you ask if you can make it as easy as possible.
When you ask for the letter, provide some guidelines as to what you
would like them to include.
For example, you can ask that they address some specific questions,
such as:

• What goals have you accomplished as a result of career coaching?
• What would you tell someone who was hesitant about trying
career coaching for the first time?
• How would you describe my coaching style?
If you feel your relative or friend will not write a great letter – even if
you specifically suggest what to include – you can offer to compose
the letter yourself, if you feel comfortable doing this, and have them
simply supply the signature. You should have a couple of different
letters written specifically for this purpose and propose one of them as
an alternative.
A sample reference letter appears on the next page.
TIP: A recommendation letter should preferably not mention

that you worked for free. You want to give the impression
that your work has value, and a customer may assume the
reason you received such a glowing recommendation is
because you didn’t charge anything. Remember, good work
is good work no matter how much you were paid for it.
You should also consider creating a feedback form to hand out to all
workshop attendees, or to e-mail to clients who have completed their
work with you. People who are hesitant to write something on their
own (or just short on time) may be more likely to provide you with the
type of comments you are seeking in this more structured format.
You can ask some yes/no questions, but add in several that allow the
individual to make comments. By asking targeted questions such as
“What did you find most helpful about the workshop?” you are likely
to get some positive responses. Of course you should ask for feedback
on what you can improve also – you just won’t be using those on your
brochure or website. Add a question at the end of the form asking
permission to use any comments for promotional purposes. Don’t
forget to collect contact information as well so you can build your
database of prospective clients.
On the next page is an example of the type of feedback form you might
hand out after a free workshop or seminar you’ve given (you can
modify the questions to use with individual clients with whom you
have already worked).

Sample Feedback Form

[Insert Your Name, Company Name, and Logo here]
We hope that we have provided you with a quality seminar today.
Please take a moment to complete the following brief evaluation.
Your feedback is important to us!
Seminar Topic: _________________________ Date: _________
Please rate the following on a scale of 1 to 5 (1 = poor, 5 = excellent):
Seminar Content 1 2 3 4 5
Usefulness of Handouts 1 2 3 4 5
Presentation Style 1 2 3 4 5
Presenter’s Knowledge 1 2 3 4 5
Overall Rating 1 2 3 4 5
Which aspects of the seminar were most helpful to you?
Did you learn something new from the seminar? If so, what?
Did you like the way in which the material was presented? If so, why?
What aspect of the seminar could be improved?
What other topics would you like to see covered?
May we use your comments on our website or brochure? q Y q N
Please add me to your mailing list to receive free information about

future seminars and career coaching: q Y q N
Name: ___________________________________________
E-mail: ___________________________________________
Address: ___________________________________________
Phone: ___________________________________________

What Else to Include

Your portfolio can include anything that will help you to demonstrate
your professionalism, creativity, and most of all, your results.
Sample resumes are an important piece of your portfolio because they

are an example of tangible results. People often relate to what they
can see with their own eyes more than comments from other people.
Include several examples of your resume work (even if they are samples
you’ve done for free for friends and family…or yourself!).
Writing is also a great way to impress potential clients. If you have

published articles in professional journals, or if you have written
articles for your own newsletter, include a sample of your work. If
people see that you are able to market yourself well, they will have
confidence that you can help to market them to potential employers.
Putting It All Together

Since many of your clients will not be local, you will not be able to
display your full portfolio in hard copy. Be sure to include select
materials from your portfolio on your website, and have additional
items ready in electronic format to e-mail to potential clients upon
request. For in-person events and meetings with potential corporate
clients, there are several different options for displaying the materials in
your portfolio. One possibility is to put everything into a professional-
looking three-ring binder with plastic sheet covers to protect the pages.
All of these supplies are available from any office supply store.
Another possibility is to use a portfolio case, which you can find at an

online source such as Dick Blick (visit www.dickblick.com and search
for ‘portfolios’) or at a local art supply store (check online).
You can also consider creating separate folders for all of your
presentations and keeping your evaluation forms and other related
materials there. Include these folders in a master folder (or portfolio
case) so you can keep all of your workshop materials together.

5.2.3 Your Website

Your website can be an important tool for marketing your services. It
gives prospective clients an opportunity to learn more about you and
your services at their convenience any time of day. It may also introduce
you to new clients you might otherwise not encounter through other
marketing activities.
“Interestingly, I have had many clients reach out to me only after they’ve
reviewed my website (or confirmed that I had a reputable looking website) to
make sure I appeared legitimate.”
— Sharon DeLay,
Management
What to Include on Your Website

Any information you would include in a brochure (described in section
5.2.1) can also be included on your website. You should also visit
websites of other successful career coaches to get ideas for your own
site.
Here are some ideas of what to include on your website to get you
started:
• Home page with links to navigate through your site.
• “About Us” page so that your potential clients can learn more
about you and your company. This should include your bio
with any relevant experience, academic degrees, career coaching
credentials, and a photograph of you.
• The name or logo of any professional career coaching associations

to which you belong (use of association logos are generally part of
the membership benefits).
• A way to contact you, including at least your company name,

telephone number and email address. This should ideally be
on every page, but you can also have a “Contact Us” page with
your business mailing address, email address and other contact
information.

TIP: You can send out email newsletters inexpensively through a

company such as Constant Contact (www.constantcontact.
com). The cost starts at $19.95 per month for a list of up to
500 people, and a free trial is available. Other companies
that do email newsletters and autoresponders include
AWeber (www.aweber.com), Campaign Monitor (www.
campaignmonitor.com), and MailChimp (www.mailchimp.
com).
5.2.4 Getting Online

Designing Your Website
This is one of your most important marketing tools because it will
likely be the first impression that many clients have of you. Clients will
judge the quality of your business and services by what they see on
your site. If you don’t have the time or expertise to design a polished
website yourself, you can have a professional web developer build and
maintain your site. There is no shortage of web designers, so search
online for one in your area. You may also have a friend or relative who
has expertise in this area and is willing to design your site in exchange
for your career coaching services.
However, if you decide to hire someone else to design your website for
you, be sure that you clearly express to them the image you want to
project. You want your website to be a reflection of who you are and
the type of clients you want to attract. Prospective clients are looking
for someone they feel that they can relate to. Again, think about your
niche. Super-slick and corporate-looking is not always better. In fact,
one of the coaches we interviewed, Dr. Colleen Georges of Colleen’s
Career Creations, remarked on her surprise at the number of clients
who have told her they specifically chose her because her website was
not intimidating.
If you have limited computer skills and are on a budget, a great option
for designing your own website can be found at www.weebly.com.
Weebly enables you to create your own website using simple drag and
drop technology – no programming knowledge required. They have
a variety of professional designs to choose from, and you can even
add features like a blog, shopping cart, forms, and multimedia. Other
features include password protected pages if you want to make certain

areas of the site accessible only to clients or newsletter subscribers.

Weebly offers three levels of monthly service plans; ‘Business’ plans
start at $19.54 per month, but ‘Starter’ plans begin at only $3.29 per
month.
Feel free to reach out to the IAP Career College webmaster Eric Davis
(owner of Jaber Marketing, LLC: jabermarketing.com) at eric@
jabermarketing.com or contact him via his website. He will be able to
help your business with all of your online needs.
If you are already experienced at creating web pages, or learn quickly,

you can design your website yourself using a program such as Adobe
Dreamweaver or a free program like SeaMonkey (available at www.
seamonkey-project.org). You may also use the website development
tools offered by domain and hosting companies, described below.
Another option is to use a free blog service such as WordPress. It allows
you to set up your site as a traditional website rather than a blog, if you
wish.
If you decide to create your own website, you can purchase low-
cost photos (a few dollars each) through websites such as iStock
(www.istockphoto.com), Dreamstime (www.dreamstime.com), and
Shutterstock (www.shutterstock.com).
Getting a Domain Name

To present a professional image and make your web address easier for
clients to remember, consider getting your own domain name, such as
www.yourbusinessname.com. There are a number of sites where you
can search for and register a domain name. One web host we have
found that provides good service for a low cost is www.godaddy.com.
Microsoft also offers a quick search for domain name availability using
their sign-up feature at http://smallbusiness.officelive.com. (They’ll
also help you to set up a free website for your business.)
If your preferred domain name is available, but you’re not yet ready
with your website, you can also “park” your domain. This means that
you register the domain so that someone else does not take it before
you’re up and running with your business website. You then park the
domain with your web host.

Finding a Host
Once you register your domain, you will need to find a place to “host”
it. You can host it with the same company where you’ve registered the
name. For example, if you register a domain name through GoDaddy,
you might use their hosting services to put your website online. Weebly
also provides free hosting services. Another low-cost option is Bluehost
(www.bluehost.com).
You may also be able to put up free web pages through your Internet
Service Provider (the company that gives you access to the Internet).
However, if you want to use your own domain name, you’ll likely
need to pay for hosting. In addition to Weebly, mentioned above,
Yahoo! also offers a popular low-cost web hosting service at http://
smallbusiness.yahoo.com/webhosting. You can find a wide variety
of other companies that provide hosting services by doing an online
search. Before choosing a web host, use the internet to research web
hosting scams to help you avoid similar problems.
Promoting Your Site

No matter how much you spend on creating your website, if people
don’t know it exists, it won’t help your business. Make certain you list
your site on all your business forms, cards, and brochures. Encourage
people to visit your site by mentioning it as often as you can, for
example, whenever you write an article, give a presentation, or are
interviewed by the media.
Make sure people can find your website by getting it into the search
engines and listing it with industry websites. While some sites and
search engines charge a fee to guarantee that your website will be
included in their directory, you can submit your website for free to
Google at www.google.com/submityourcontent. Once you’re on
Google, your site is likely to be found by other search engines as well.
Be sure to read Google’s tips on how to make sure your site shows up
when people search for it, and how to make your links more Google-
friendly. You can find more information about optimizing your website,
to help it rank higher on search engines, at the Search Engine Watch
website at http://searchenginewatch.com and at Google’s Webmaster
Help Center at http://support.google.com/webmasters/?hl=en.

Marketing firms that specialize in search engine optimization can also

do this for you. However, many of these firms charge set-up fees, in
addition to monthly fees, so it can be an expensive proposition. Make
sure you know what you’re getting for your money and that results are
guaranteed.
In addition to the free search engine listings, you can advertise on the
search engines. See section 5.3.1 for more information.
5.2.5 Your Elevator Pitch

Imagine you have stepped onto an elevator with someone who has
just asked what you do. During that elevator ride, you’ll have about
60 seconds to give a brief explanation of your business and services.
Because this person – like most other people you meet – may be
someone else who could become a client or otherwise help your
business, you want to say something to get the listener immediately
interested in you and your business.
What you would say in this situation is your “elevator pitch.” And
while most occasions to tell people about your business won’t happen
while you’re riding an elevator, a well-crafted elevator pitch may be the
single most effective, and least expensive business development tool
you can have. Your elevator pitch, like your business card, is a basic
business marketing tool. But it can be particularly powerful in helping
you generate sales. Here is advice on creating an elevator pitch from
Marg Archibald, co-author of the IAP Career College Guide to Become a
Business Consultant:
Whether you are speaking to a group or to a single person, the principles

of a good pitch are the same. It needs to be simple and memorable, and
because we store memories based on the emotions attached to them,
a pitch that generates feelings is going to be remembered. In business
consulting, saying something memorable that offers proof you can help
someone get the results they want is the strongest card you can play.
An effective elevator pitch provides people with memorable words

they can tell others and creates positive impressions that could lead to
more word-of-mouth business for you. Your elevator pitch is always
targeted, as closely as possible, to your audience. When you’re pitching
to a group you focus on what is common to the group. Your elevator

pitch is a chance to make the group sit up and pay attention because
you connect with what matters to them.
When you are speaking to one individual, two things change. You can
tailor your pitch very specifically to that person, plus you can turn the
speech into a dialogue in less than one minute since you already have
the person’s attention. Note that the core elevator pitch is the same, but
how you fit it into a conversation changes.
“Have a question at the end of your 15-30 second pitch. When you are
wearing your marketing hat, your goal is not to talk about coaching but
rather to show how you can help people solve whatever problems are holding
them back from living their vision for their future. You cannot know what
this looks like for others unless you ask questions that enable people to share
where they are stuck and to imagine what living their best life would look
like.”
— Alexia Vernon,
Catalyst for Action
Group Elevator Pitch

You have 60 seconds to connect with the group and their priorities. You
open with your name, title and company name. You briefly describe
your business and an overview of your services. The key here is to be
brief. You sketch out the things you do that would most interest this
particular group. You outline the kinds of clients you serve (ideally
clients just like them), and tell a story proving how effective you are.
This may include a quote from a happy client. You express interest in
working for them or receiving referrals. You close with a memorable
phrase, repeating your name and company. This is perfect when it is
your turn to stand up at a luncheon and introduce yourself, although it
is a bit too long in one-on-one situation.
One-On-One Elevator Pitch

People can tune you out in 10 seconds or less. An engaging, interactive,
one-on-one elevator pitch gets the same information across that you
would present to a group but involves the listener in dialogue sooner.
First, you need to find out more about the person you’re speaking with.
Use every bit of information you can glean about the person you’re

speaking to in order to make your pitch relevant. Your observations

are providing you information from the time you approach each other.
Keep the focus on the other person.
• Where might you have met before?
• Is he or she wearing a name tag? Does it list his or her company?
Is that company one you could work with?
• What is his or her title?
• Who has he or she just been talking to? Have you picked up any
additional information from that observation?
• How does the other person react to your name tag?
• How confident does he or she appear to be in this group?
When you the conversation, you can open with: “Hello. I’m (your first
and last name) with (your company name). I don’t think we’ve met.”
Then pause to get the other person’s name and if possible any other info
on what he or she does.
When the other person asks what you do, you can follow simple steps:
Step 1 - Connection
• “I work with people like you.”
• “I work with businesses like yours.”
• “I work in your industry.”
If you know absolutely nothing about the other person, you can say, “I
work with (types of people/businesses).”
Step 2 - Promise
“I enable/improve/ maximize/resolve/optimize (whatever you do, very
simply).”
Step 3 - Proof
“Clients say/my last client said/most people who use my services
say…”

Step 4 - Probe
Connect the proof back to the other person and how they have handled
the issue in the past, or how much trouble the other person has with
a particular issue: “Has that been an issue in your job search? Do you
have that problem?/How do you handle that problem?”
Step 5 - Close
If this is a strong prospect, you probe further and gently work toward
trying to set up a meeting. (See the sample on the next page for an
example of how to do this.)
If this is a weak prospect, you can ask if he or she knows of anyone that
might be interested in your services. Consider that every single person
you meet is a conduit to people that will be helpful even if they are not
actual prospects.
Sample One-on-One Elevator Pitch

Connection
“I work with many individuals who are dissatisfied in their current
jobs.”
Promise
“I walk you through a step-by-step process of goal-setting and action
steps to help you get the job you want.”
Proof
“I just wrote a resume for one of my clients that got her an interview at
a Fortune 500 company.”
Probe
“Has your resume been working well for you in your job search? Are
you getting a lot of interviews?”
Close
• Strong Prospect: “Let’s discuss your employment goals further. I
have an opening on Tuesday for a phone consultation.”

• Weak Prospect: “I’m interested in helping career changers find

a job that they love.” Insert some chatting about career change
and its problems as related to the particular industry in question.
Feel your way to gradually asking: “Do you know anyone who
is looking to make a change? Could you suggest anyone in this
room you think I should meet?”
Practice Your Pitch

Armed with an elevator pitch that you have practiced until it sounds
and feels natural, you can practice on friends, family, colleagues
and acquaintances. Ask for honest feedback. Pay attention to their
suggestions and make any changes necessary to create a more effective
pitch. Once you are comfortable with your elevator pitch, you’ll be able
to use it to market your business.
Your pitch does not have to take a “hard sell” approach, particularly if
this goes against your nature (and for many in helping professions this
is the case). Remember, career coaches are in the business of connecting
with people, using their intuition, and communicating effectively. Use
these strengths to your advantage during your pitch. By all means, be
yourself. Just be yourself prepared to present what you have to offer in
a concise and effective way.
5.3 Marketing Techniques

In this section we’ll look at a variety of marketing techniques, including
advertising, free publicity, networking, and promotional events.
Consider as many of these techniques as possible to help you get the
word out about who you are and what you do. Generating clients from
marketing is not formulaic and not every strategy works for every
career coach with the same success.
The key is to determine what combination works best for you. If you
are more introverted, you might want to begin with writing-related
marketing techniques. If you are an extrovert, you might enjoy
networking events where you can interact with large groups or use
your public speaking skills.

5.3.1 Advertising
Advertising involves paying to promote your business. There are many
places businesses can advertise – from bus benches to high school
yearbooks to television commercials. This section will focus on the
forms of advertising that are most often used by new career coaches
and include some tips that may assist you in considering other types of
advertising in future.
When deciding where to advertise, you’ll want to know how much

a particular advertisement costs, how long it will last, and most
importantly, what consumers it will reach. You can find this information
by contacting local media outlets and asking them to send you a rate
card (also known as a media kit). Rate cards list the advertising options
offered by the media outlet, and often include other useful information
such as demographic statistics (age, gender, income level, etc.) about
the target audience — the viewers, listeners, or readers the outlet
reaches.
Online Advertising
In the last few years, online advertising has taken off, eclipsing more
traditional types of advertising such as print and broadcast media. To
ensure people find your business these days, you will need to advertise
online.
Firstly, you can look into companies that specialize in online listings.
One such service is Superpages. They offer a free business listing
service as well as an enhanced version for a fee. Check their website
at superpages.com for details. The most popular search engines, such
as Google, Yahoo, Bing, Yelp and Citysearch all offer business pages as
well, which will mean that your business will be more likely to show
up at the top of internet searches. These are basically free forms of
advertising, so don’t hesitate to register your business details with as
many of these services as you can find. Here are some to start with:
• Google Business
google.com/business
• Yahoo Local
smallbusiness.yahoo.com/local

• Bing Places for Business

bingplaces.com
• Yelp for Business

biz.yelp.com
If you find registering your business with each separate online directory
somewhat overwhelming, and you want to ensure your business is
getting as wide a reach as possible, there are services out there that
will do that work for you, such as Thryv.com (who operate the online
version of the Yellow Pages: yellowpages.com or yellowpages.ca
in Canada) and ReachLocal (reachlocal.com). These types of media
services certainly cost but they can also take some of the headaches
away of managing your online marketing needs.
Many businesses also use “pay-per-click” advertising to attract

prospective clients. This involves paying for every visitor that a search
engine sends to your website. You can find information about using
pay-per-click advertising on Google, including how to target Internet
users in your city, at https://adwords.google.com. Other sites you can
advertise on include Yahoo!, Bing.com, and Ask.com.
If you choose specific search terms that few other advertisers have bid
on, you may be able to attract some visitors to your website for as little
as five cents each. However, pay-per-click costs can add up quickly and
some of the people clicking on your ads may simply be curious (for
example, students doing research) and not serious prospects for your
business. So you should set a maximum dollar amount per day and
monitor your results to determine if this type of advertising is effective
for you.
Many social media sites, such as Facebook, Instagram, LinkedIn and

Twitter, also offer paid advertising that can be targeted as widely
or as specific to your market as you choose. Check out Facebook for
Business for info and advice on marketing your business on social
media: facebook.com/business. Instagram for Business can be found
here: business.instagram.com. Twitter info is available here: business.
twitter.com, and check out details from LinkedIn here: business.
linkedin.com/marketing-solutions.

Newspapers and Magazines

Magazine and newspaper advertising can be expensive, and may not
create enough business to cover the cost, particularly with the decline
in readership of traditional print publications due to the growth of
Internet information sources. You could spend thousands of dollars on
an “advertorial” (an advertisement written as an article) and not get a
single new client as a result.
If you choose to buy advertising, it will likely be most cost-effective to

place ads in local magazines that focus on the industry or clientele you
are specializing in, local daily newspapers, or free weekly newspapers
that are frequently distributed to local companies and businesses. If
you want to market to potential clients outside of your local area, and
ensure that your ad has an online presence in addition to print, you
can find a list of thousands of online newspapers around the world at
www.onlinenewspapers.com.
You can also find a list of magazines by subject or region at http://

dir.yahoo.com/News_and_Media/Magazines. Read a magazine or
newspaper carefully to see if an advertisement for your business
would fit with the theme of the paper, the articles, and the other ads.
As mentioned, you can also ask for a rate card or media kit to obtain
information about their readership. This can help you determine if their
readers are the sort of customers you are looking for and if it is the right
publication for your ad.
Some publications will design your ad for free, while others will design
it for an additional cost and give you a copy of the ad that you can then
run in other publications if you wish.
Below are a few tips for effective advertising.

• Rather than just listing your services, explain how clients can
benefit from your services.
• Tell readers what you want them to do and give them a reason to
call (e.g. “Call now for a free initial consultation”).
• Make sure you’re available for people who respond to your ad. If
someone keeps getting your voice mail, they may give up.

One of the most effective ways to get people to call – and to test the
effectiveness of each ad – is with some sort of incentive. An incentive
can be anything from a discount coupon to a free gift or even a free
initial consultation. To measure advertising effectiveness with coupons,
it’s a good idea to put a time limit or expiration date on it. Make sure
this date is clearly printed on the coupon. It should allow customers
enough time to contact you if they pick up the publication after it’s
published – maybe a week or two – but not so much time that they
forget about the coupon, thinking they can use it well into the future.
Tie the coupon to a date that’s easy to remember, such as the end of the
month.
It has been estimated that people need to see an advertisement three

to seven times before buying, so most businesses need to do repeat
advertising for best results. A small ad that you run every week for a
couple of months can generate more business than a single full page
ad. even your first ad in a publication should generate some inquiries.
If you don’t get enough business from your first ad in a particular
publication to at least cover the cost of the ad, try something else.
Before buying advertising in print publications, you can test a variety

of ads relatively inexpensively, by buying local ads on Google at https://
adwords.google.com. Try different offers and wording to see which
ones are most effective. You can set a maximum daily spending limit
which keeps your costs down if lots of people click on your ad without
buying. The offers that result in sales online may also be effective in
your print advertising.
Internet advertising is an intricate field, and one that is subject to rapid

changes. Before you throw an interesting amount of money in this
direction, you may wish to read up on the subject; your local library may
be a source for recently-published books, or try your favorite bookseller.
While advertising helps many businesses to attract clients, you may

have much better results if you can get free publicity.
5.3.2 Free Media Publicity

One of the best ways to market — with potentially excellent results
for minimal cost — is to get free publicity in the media (magazines,
newspapers, radio, television, and online). While you don’t have the

final say over what gets reported, the exposure can give a boost to your
business. This section describes a variety of ways career coaches can get
publicity.
TIP: Subscribe to Help a Reporter Out at www.helpareporter.

com to receive a free email newsletter containing requests
from reporters who are seeking experts to interview.
Newspaper and Magazine Publicity

One way to get a story written about your business is to send a press
release (also called a “news release”) to a writer, magazine editor,
or the editor of the appropriate section of the newspaper. The ideal
press release is a single page and should be written so that it could be
published “as is.” Read the magazine or section of the paper where you
would like to be published and use a similar writing style for your own
news release.
In order to get published, your press release should read like a story,
not an advertisement. A press release that simply announces you have
started your business is not likely to get published, unless there is
something unusual about your business. Instead, consider issuing press
releases to announce events or community activities that your business
is involved with (see section 5.3.4 for information about promotional
events), seminars you are offering that are related to timely topics (such
as fields with growing employment opportunities), or advice for job
hunters.
Here is a quick list of tips for writing a press release. For additional tips
on writing news releases visit www.publicityinsider.com/release.asp
and www.xpresspress.com/PRnotes.html.

Sample Press Release

Contact: Katie C. Coach
Company: Katie Coach Career Solutions
123 Employment Lane
Anytown, USA 12345
Phone: (555) 555-1212
Email: katie@ABCCareerCoaching.com
Website: www.ABCCareerCoaching.com
For Immediate Release

February 1, 20XX
FREE SEMINAR:
“WHERE THE GREEN IS: HOW THE GROWTH OF GREEN
JOBS CAN LEAD YOU TO A PROFITABLE NEW CAREER”
Katie C. Coach, career coach and CEO of Katie Coach Career

Solutions, will host a free seminar detailing how the growth of
green jobs has impacted the local economy, and how job-seekers
can benefit. The seminar will be held at the Anytown Public
Library, located at 1234 Reading Road, on February 24, 20XX
from 7 p.m. to 8 p.m.
Coach will share results from a number of studies on recent

employment trends, and discuss how you can best leverage
your skills to take advantage of green job growth in our area.
Individuals who have been recently laid off, or those who are
just interested in transitioning to a job where they can have a
positive impact on their environment, will receive valuable
information on green career resources. Coach will also discuss
training opportunities for individuals interested in incorporating
green technology in their current occupation and maximizing
their potential in the green jobs sector.
“I think there is a growing awareness of how creating a

sustainable world impacts all of us. There are so many
employment opportunities out there right now for people who
are interested in contributing to positive change,” said Coach.

Katie Coach has been in private practice as a career coach

and consultant since 2008. She is a member of International
Association of Professional Career Coaches and the Professional
Association of Resume Writers and Career Coaches. She
specializes in careers in social change and offers individualized
one-on-one career coaching in addition to a variety of teleclasses
and seminars.
For more information, call the Anytown Chamber of Commerce
at (555) 555-1234.
• Make sure the press release is newsworthy. A community event

is newsworthy. A new business is not, unless there is something
particularly interesting about the business.
• Give your press release a strong lead paragraph that answers the
six main questions: who, what, where, when, why, and how.
• Keep it short. Aim for a maximum of 500 words.
• Include contact information at the end of the press release so that
reporters can get more information.
The sample press release below is an example of the format and type of
content that is appropriate for a press release.
Most magazines and newspapers publish contact information for their

editors. If the editor’s name is not published in the paper, you can call
and ask the receptionist. Newspapers may have dozens of editors,
so make sure you send your submission to the appropriate one (for
example, the Lifestyle Editor).
As an alternative to writing a press release, you could find out who

the editor is, and either phone or send a brief “pitch letter” by email
or mail to suggest an idea for a story. In your pitch, remember to
focus on something that will be interesting to readers. For example,
you might suggest a story on something related to current events
or new technology, such as using social media to get a job. Do some
brainstorming or consider a story based on the most common kinds of
questions customers ask you.

While it is not necessary to submit photographs to a daily newspaper

editor (most newspapers have their own photographers), photographs
may help attract the editor’s attention. They might also be published
in a smaller magazine, newspaper or newsletter that doesn’t have a
photographer on staff.
If you send photos (remember to make sure you have permission from
the people in the photos as well as the photographer), put them in an
attractive two-pocket folder with your business card and a cover letter.
Then follow up a week later with a phone call.
Another option is to use a service to distribute your press releases

for you. PRLog (www.prlog.org) offers free press release distribution
and allows you to manage all of your press releases from one central
account. You can also pay for a press release distribution service if you
want more bells and whistles and wider distribution. One popular site
is www.prweb.com. Depending on your goals and budget, they offer
packages ranging in price from $80 to $360 per news release. The lower
priced package includes distribution to more than 250,000 subscribers.
For local events, such as a presentation at the town library, submitting

press releases yourself to local publications is your best bet. However,
if you want to promote teleconferences, articles you have written, or
any other services that would be of interest outside of your local area, a
distribution service can save you quite a bit of time and help you gain
access to some markets you might not reach on your own.
Television and Radio Talk Shows

Phone local radio and TV shows to let them know you are available
to provide career coaching advice to their viewers or listeners. Shows
that might be appropriate include morning shows and afternoon talk
shows. The person to contact is the producer of each show.
When you contact them, be sure to emphasize how much the show’s
audience will benefit from an interview with you. Keep in mind that
they are not interested in giving you free advertising – their ultimate
goal is to improve their ratings, so anyone they interview should be
dynamic and interesting.

Also, keep in mind that many station employees are overworked and
underpaid. If you can make their job easier you are much more likely
to land an interview. The best way to make their job easier is to include
a list of “frequently asked questions” with the letter or news release
you send them. This is a list of questions that you think listeners might
like the answers to. Chances are, whatever you find people asking your
advice about are questions that an audience would be interested in, as
well.
If you really enjoy this format and think you have a flair for on-air
chat, you can even create and host your own radio show for free.
BlogTalkRadio provides a home for thousands of Internet radio talk
shows on all subjects and even provides tips on marketing your show.
Visit their website at www.blogtalkradio.com for more details.
Write an Article or Column

One of the best ways to establish yourself as an expert is to write
articles or a column for a newspaper, magazine, newsletter, or websites.
While it can be tough to break into large daily newspapers, there may
be an opportunity to write for smaller newspapers or local magazines.
Anything you write can be submitted online as well.
You could write on any topic related to career coaching or propose an

“Ask the Career Coach” column where you would answer questions
from readers. The length and frequency of your column will depend
on the publication. You might produce a weekly 500-word column for
a local newspaper, or a monthly 1,000-word column for a newsletter or
magazine.
Make sure your article or column provides valuable information to the

publication’s readers. As with press releases, articles that sound like
an ad for your services are not likely to get published. Write about
something in your area of expertise; for example, if you specialize
in working with people in transition, talk about strategies for career
change. As with your pitch and your website, anything you write
should reflect who you are and what you have to offer your target
audience. The goal in writing an article is not to “sell”, but to “connect”.

If you are hoping to get published in a newspaper or magazine, phone

the editor after you have written your first column or article to ask if
they would be interested in seeing it. If so, they will probably ask you to
email it. If they want to publish it, they may offer to pay you. However,
even if they don’t pay, you should consider letting them publish it in
return for including a brief bio and your contact information and web
address at the end of the article or column.
As well as offering articles to print publications, consider offering them

to online publications. A popular site you can use to distribute your
articles is EzineArticles at www.ezinearticles.com. Once your articles
are posted at EzineArticles, they may be published at a variety of
websites and ezines (email newsletters).
Social Media
You could publish your own blog, using a site such as Blogger (www.
blogger.com) or WordPress.com (www.wordpress.com). However,
it can take a while to build up an audience for a blog, and ongoing
work to make regular updates. If you don’t have time to devote to
maintaining your own blog while doing everything else required to
build your business, you may be able to get articles you write into other
people’s blogs by distributing them through EzineArticles.
Effective use of social media platforms has fast become almost a

necessity in career coaching. One important way to learn and to interact
is to follow what content your competition is presenting. The bookseller
Amazon lists over 200 titles in the category ‘Social Media for Business,’
and the Internet offers countless articles as well. I will not attempt to
cover the topic in detail but rather provide a brief overview of several
major social media venues which you may find useful
Yelp
www.yelp.com
Yelp provides a business review guide in major urban areas. Originally
started in San Francisco in 2005 as a restaurant review site, Yelp is now
used by over 84 million unique users per month in over 20 countries
to check out local businesses providing goods and services ranging
from nightlife to auto repairs to medical services. Anyone can read
Yelp reviews, but users must open a free account to be able to write

reviews, which allow the user to assign a one-star to five-star rating as

well as to write about what they like (or don’t like) about businesses
they’ve patronized. A free Business Owner account is also available, by
which businesses may reply to reviews as well as message users, add
photos to their listings, engage in a variety of promotional activities,
and view trends and statistics for their own page. Yelp is supported
by advertising revenue; advertising can be targeted in a variety of
ways, including having your business ad appear when users view your
competitor’s page and blocking competitor’s ads from appearing to
viewers of your page.
Tumblr
www.tumblr.com
Owned by Yahoo, Tumblr is a microblogging and social networking
platform. Profiles may be public or private; many features are free,
but some premium features are offered for an initial or a monthly fee.
Registered users may follow other users (and be followed), re-blog
posts, and post ‘likes’ so that one’s friends may view what one has
found interesting. Along with text, both still images and videos may be
posted, and a limited amount of ecommerce can take place via PayPal
or other avenues. Users can choose their pages to appear with a free
theme, or hire a designer to provide a custom theme. Launched in 2007,
on some days over 100 million posts are made by users around the
world. Advertising revenue is the main support for Tumblr, although
recently companies have been offered opportunities to pay to promote
their own content to larger audiences.
Google+
https://plus.google.com
Owned by Google, Inc., Google+ was introduced in mid-2011 and is
already second to Facebook in social media, with over 540 million active
users every month. Described by its developers as a ‘social layer’ rather
than a social network, Google+ operates similarly to Facebook but with
a larger suite of features, including Circles, Hangouts, and Sparks, all
of which are fully mobile. A Google+ profile is also the anchor for many
Google services such as Google Wallet, Google Music, and Google
Local. Google+ Pages is the feature for organizations (e.g., businesses
rather than individuals) to post profiles and content and collect fans/
followers. Be sure to check out the authorship tool, which allows you to
link content you’ve created around the web (such as an article you’ve
had published at another website) back to your Google+ profile.

Facebook
www.facebook.com
With over 1 billion users and translated into 37 languages, Facebook
nation is the world’s largest social network with three times the
population of the United States. You must first register to create a
profile, then you can access features such as posting photos/videos;
adding contacts with whom you may exchange messages and live chat;
publicizing events including issuing invitations and tracking planned
attendance; and posting ‘classified’ listings in the Marketplace. There
is no charge to join and use Facebook; it is supported by advertising
revenue.
Twitter
www.twitter.com
Twitter is a social networking and microblogging service that allows
users to send and read text messages limited to 140 characters, which
are referred to as “tweets.” Founded in 2006, there are already over
200 million registered users sending 58 million tweets per day. As a
registered user, you can both post and read tweets, but unregistered
users can only read tweets. You may tag each of your tweets with a
hashtag (#) subject line, allowing users who were not actually sent
the original tweet to access the message. Twitter offers analytic tools
that which allow the user to review the performance and impact of
their various messages. There is no charge to join and use Twitter; it is
supported by advertising revenue.
LinkedIn
www.linkedin.com
LinkedIn is a social networking website for people in professional
occupations. Launched in 2003, LinkedIn now has over 250 million
members in over 200 countries and territories. Along with posting
profile information similar to that found in a resume, users can establish
and maintain ‘connections’ (people who have some sort of relationship
to the user). A contact network is then built up consisting of the user’s
direct connections, the connections of each of their connections (or
‘second-degree connections’) and also the connections of second-
degree connections (or ‘third-degree connections’), so that the user may
gain access by messaging new virtual acquaintances through mutual
contacts. There is no charge to join and use basic LinkedIn, but there is
a subscription charge to access various ‘Premium’ services.

YouTube
www.youtube.com
YouTube is a video-sharing website owned by Google on which users
can upload, view and share videos; videos stream on your computer or
other device using Adobe Flash Player (a free download application).
Launched in 2007, there are currently over 4 billion video views per
day. Over one million users (known as ‘creators’) have posted videos,
which are viewed by over one billion unique users every month. You
need to register to post videos, but unregistered users are free to view
most videos (with the exception of ‘adult’ content). Youtube videos may
be viewed on the Youtube website or embedded in and viewed at other
websites. Although there is a premium subscription service available,
there is no charge to join Youtube, and the vast majority of videos on
YouTube are free to view, being supported by advertising revenue. In
fact, if you post a popular video, you can earn money by selling space
to run advertising (called a ‘pre-roll’) as an integral and unavoidable
part of your video.
Even if you decide not to use online social media, you can nevertheless
market your business online using methods discussed earlier in this
chapter, such as building a website, doing online advertising, and
publishing an email newsletter.
Write a Book
If you really enjoy writing and would like to do a more in-depth
exploration of a topic than an article or newsletter allows, consider
writing an e-book. The added credibility of being a published author
and being considered an “expert” in a particular area can be worth the
investment of time. You have complete control over the length and
topic, and there is very little financial cost involved since the book is
not in print form. You can make the e-book available for free on your
website to help attract clients, or you can sell it to provide additional
income. If you decide to go the e-book route, be sure to proofread
carefully, and ask someone else whose opinion (and eyesight!) you trust
to look at it and give you feedback.
Once your e-book is written, you can easily convert your Microsoft
Word document into a PDF (Portable Document Format) file using
Adobe Acrobat®. Include a professional looking cover with appropriate
art work. Ebook Template Source (www.ebooktemplatesource.com)

offers a variety of free resources, including book templates, covers, and

tutorials.
When you are ready to begin distributing your book, in addition to your
own website, there are also online directories where you can list it. A good
place to start is eBook Freeway at www.ebookfreeway.com. You can list
your e-book directly with them, and they also provide a comprehensive
list of other sites that provide this service at www.ebookfreeway.
com/p-ebook-directory-list.html. Some sites list only free e-books,
while others will sell your e-book in exchange for a percentage.
In contrast, getting a print book published the traditional way, by using

an agent and trying to get your material read at a major publishing
house, can be a full-time occupation in itself. And if you’re not
prepared to withstand the barrage of rejection letters received initially
by even the most successful of authors, it can also be a major blow to
the ego. However, if you are a traditionalist and have your heart set on
a print book, there are many new options available in the world of self-
publishing. The days of receiving a box in the mail with a few hundred
dusty copies of your book and a “good luck selling them” letter are
gone, as is the stigma of self-publishing.
Amazon, for example, offers createspace which will provide you with
the tools to self-publish and will then market your book on their site
and make copies available “on-demand” rather than doing a large
print run up front. You pay a fixed per-page charge up front, and
then receive a royalty percentage on each sale. This approach saves
would-be authors a bundle. It also provides you with instant access to
the millions of potential customers that use Amazon.com. Check out
Amazon Kindle Direct Publishing (https://kdp.amazon.com). Other
reputable self-publishers include iUniverse at www.iuniverse.com,
and Xlibris at www.xlibris.com.
Coming up with a fresh career-related topic may be tough, but no one

else has your individual perspective or experiences. Can you put a
different spin on an old subject? Do you have expertise in a particular
industry? Do you have a flare for humor that could make a dry subject
more entertaining? Try a brainstorming session. Write down ten ideas
for books, without censoring yourself or judging them. You might be
surprised at what you come up with!

Be sure to bring copies of your book with you to any speaking

engagements too and make them available for sale after your workshop
or presentation.
5.3.3 Networking
“Make friends with other career coaches. There will always be more people
who need career coaches than there will ever be coaches to partner with all of
them. So if you see fellow career coaches as competition, drop that limiting
belief now! By connecting with people in the field, you’ll learn what’s needed,
where the opportunities exist, and how to build a discrete niche. You’ll
also have people to turn to when you have questions or when you want to
collaborate on writing an article or offering a workshop.”
— Alexia Vernon,
Leadership and Career Coach, Trainer, and
Speaker, Catalyst for Action
Networking may be a little intimidating at first but is a valuable

marketing tool and one that gets easier every time you use it. For
example, Lisa Quast, owner of Career Woman, Inc., told us, “The
transition to working alone out of my home office was more difficult
than I’d originally realized, but, I found a key way to cope was to
continue networking activities that bring me into contact with groups
of people.”
It is also a tool you will be encouraging your clients to make use of,
which makes it that much more important that you master the art
yourself. The people you network with can either be prospective
clients, or anyone who could refer you to clients. Alexia Vernon notes
that, “I’ve picked up clients not just from leading workshops, giving
speeches, and attending networking workshops, but also from talking
to someone on public transportation, starting conversations in the
career section at the bookstore, and chatting with someone at the
restaurant table next to me.”
So what exactly is networking? Simply put, it is interacting, formally

(such as at an organized networking event) or informally (with your
fellow season ticket holders at local sporting events, for example)
for mutual benefit. It is not just about what the other person can
do for you, nor is it a simple quid pro quo trade off. Networking is

not something you should fear because at its heart it is really about
building relationships, something you are probably already good at as
an aspiring career coachFocusing on how you can help the other person
instead of on yourself also helps take some of the pressure off for those
who are anxious about networking.
While your immediate goal may be to get clients, you should think of
networking as a long term investment. Use your listening skills and
take a sincere interest in the other person. Use your organizational
skills to create a system for keeping track of contacts (make notes about
your conversation on the back of any business cards you receive, for
example). Take the time to e-mail someone you met at a networking
event an article that is relevant to them or a job lead, or send holiday
e-cards to your newsletter subscribers. These can be especially helpful
networking techniques for people who are not comfortable at large
group events.
In addition to job search groups sponsored by non-profits, you can

often find local grassroots networking and job search groups started
by individuals on websites such as www.meetup.com. Some of
these groups focus on networking in specific industries, or on young
entrepreneurs, while others are open to all job searchers. Enter your
area code and do a search to find out what’s going on locally. Then
contact the leader of any relevant groups to see if they would be
interested in hosting you as a guest speaker or holding a resume review
session where you can offer critiques for free. These groups often
meet at a local coffee house or eatery where you can hone your public
speaking skills in a casual, non-threatening environment.
You might also consider joining a group like this as a member to get an
inside view of the types of career-related issues people are struggling
with and discover a potential niche. Or start your own group where you
can be in charge of the agenda and offer workshops or presentations
whenever you have time and want the practice. You can even offer
webinars or teleconferences which you can conduct from your own
home.
Friends and Family

The first people you should network with about your business are
people who already know you. This includes your friends, family

members, neighbors, former co-workers, members of organizations

you belong to, and anyone else that you have a relationship with. These
are people who are likely to be interested in hearing about your new
business because they are interested in you.
You can tell these people in person that you have started a new business,
but it can be even more effective to mail a personal letter letting them
know that you have started a career coaching practice. Include a few
business cards in the envelope and encourage the recipient to pass
them on to people they know who may need career coaching or resume
writing services in the future.
While people who know you may send some business your way, you
can greatly increase the number of potential clients you can reach by
meeting and networking with new people.
Networking Clubs
Networking clubs typically include one member each from a variety
of industries (e.g. insurance, financial planning, law, real estate,
etc.). Meetings may include a meal, an opportunity to network, and
presentations by speakers. In some clubs, each member is expected to
bring a certain number of leads to the group each week or month.
To become a member you are either recommended to the group by an

existing member or you might approach the group and ask to sit in
as an observer for a couple of meetings then apply for membership if
you find the group is a good fit for you. You may be asked to give a
short presentation about your own business and what you can bring
to the group. The types of activities will vary with different groups,
so don’t settle on the first one you visit if they don’t seem to offer what
you’re looking for. Make sure the members represent the kind of people
you’re trying to connect with for clients, or who might know others
who would benefit from your services.
One way to find a networking club is through word of mouth. Ask

people you know who are in sales such as financial planners. You can
also look for networking groups online. Business Network International
(www.bni.com) has more than 2,300 chapters around the world. Also
consider joining a local Meetup group for entrepreneurs. Search for a
local group at www.meetup.com.

Connecting at a Networking Event

To help you strike up a conversation at a networking event, business
consultant Marg Archibald recommends using an elevator pitch and
developing a tag line that you can use to quickly identify yourself and
what you do. If your tag line is interesting or intriguing people will
naturally ask you for more information.
You could try something like:
“I’m Katie C. Coach and I help people find satisfying careers in social
change.”
Once you start talking about your business, ask others about theirs and
show an honest interest in what they do; don’t start scanning the room
for your next prospect. For the next few minutes at least, the person in
front of you is the most important person in the room. Meeting people
and getting to know them a little better is the first step toward effective
networking.
Membership Organizations
Another excellent way to network is by joining associations that
prospective clients may belong to. Some examples include:
• Business organizations such as your Chamber of Commerce or a

group for women business owners
• Service clubs such as Rotary Club or Kiwanis Club
• Organizations of any group you are already a member of, such as

alumni associations or ethnic groups
• Clubs that attract the wealthy, for example, golf, polo, yachting,
and country clubs
Membership fees may vary from $20 to hundreds or even thousands

of dollars (the latter if you want to join an exclusive country club or
private golf club). The more expensive clubs usually require current
members to introduce you and put you up for membership, so you
may have to join some less exclusive clubs in order to meet people who
might also belong to the more expensive clubs. Many less exclusive

clubs will let you attend a few times for a nominal fee so you can decide
if you really want to join.
You can find organizations by asking your friends and colleagues what
they are involved with. You can also find them online. Several women’s
business organizations to look into are:
• National Association of Female Executives

www.nafe.com
• National Association of Women Business Owners

www.nawbo.org
• Women@Work Network
www.womenatworknetwork.com
• The Transition Network

www.thetransitionnetwork.org
To find the Chamber near you, visit www.officialusa.com/stateguides/

chambers. In Canada, visit www.chamber.ca.
If you simply attend club functions without getting involved, the value
of the membership will not be as great as if you truly pitch in. What
sorts of things can you do to help out and gain the attention of others
whose good will can help your business grow? Choose something you
enjoy and that emphasizes your strengths – you are more likely to stick
with it, and others will get a chance to see you at your best.
Here are some suggestions:
• Serve on a committee
• Write articles for the association newsletter
• Volunteer to help out with the organization’s events
• Run for election to the Executive Committee
TIP: You should also join professional organizations in your

industry, such as those listed in section 3.3.3. You might be
able to partner with other career coaches or an established
coach might be able to send work your way. At the very
least you’ll be able to learn more about the industry.

There are many helpful books on the subject of networking if you

need more guidance in this area. The Networking Survival Guide: Get the
Success You Want by Tapping into the People You Know, by Diane Darling,
is an excellent resource that provides practical tips and practice
exercises designed to encourage even the most networking-phobic to
dip a toe in the pool.
Your Clients
Once you start working with clients, you can ask them for referrals to
other people.
“My past clients are my biggest and best source of future clients and that
hasn’t changed in all the years I’ve been a coach. To incentivize referrals, I
provide my clients with a free coaching session certificate. They can share
it with anyone they’d like. It’s an added value for my client and gives me a
chance to become known to more potential clients.”
— Maggie Mistal, Career Consultant, Radio Host &
TV Contributor, MMM Career Consulting
5.3.4 Speaking Engagements

Give a Speech or Seminar
Even if you don’t join organizations, you may still be able to connect
with their members and get new business by being a speaker. Many
organizations have speakers for breakfast meetings, luncheons,
workshops, and annual conventions.
To let people know that you are available to speak, contact membership
organizations mentioned in section 5.3.3 and ask friends and
acquaintances if they belong to any groups that have presentations
from speakers. To prepare a talk that the audience will find interesting,
consider what their needs are. For example, if you’re speaking to a job
search networking group for people in transition, you might give a
presentation on “How to Use Social Networking Sites to Find a Job,”
while a women’s group might be interested in hearing tips on work-life
balance, beginning a new career in mid-life, or how women can break
into nontraditional career areas.

While you probably will not be paid for your presentations, it can be an
excellent opportunity to promote your business. Your company name
may be published in the organization’s newsletter, it will be mentioned
by the person who introduces you, and you will be able to mingle
with attendees before and after your presentation. You may get a free
breakfast or lunch too!
Instead of or in addition to speaking for organizations, you could

present your own free seminars or workshops. You can hold it at your
office, if you have one, or you may be able to rent a meeting room
inexpensively at your local Chamber of Commerce or a local hotel or
convention center. Libraries are another great place to hold seminars.
Most public libraries have a meeting room, and they are usually eager
to recruit speakers that will be of interest to the local community. To
help you market your event you could set up a Meetup group at www.
meetup.com. Although you can ask people to pre-register, you may
get some last minute attendees if you accept registrations at the door.
Another option is to offer a free teleclass, which allows people outside
of your local market to hear a sampling of what you have to offer.
To get people to attend, or call in for a teleclass, make sure it is a topic

that people are interested in, and present it at a time that is convenient
for your audience. If you are marketing to corporate clients, schedule
your event during business hours. If you are marketing to the public,
you’re likely to have the best turnout on a Tuesday, Wednesday, or
Thursday evening. You’re likely to get a larger turnout for a shorter
event (e.g. an hour) than one that lasts for hours. An added benefit of a
teleclass is that you can record it and make it available on your website
to be listened to at the convenience of prospective clients.
If you give a good talk and offer useful advice, you will be seen as an
expert. As long as there are people in the audience who need career
coaching services, this can be an excellent way to attract clients. On the
day that you deliver your speech, be sure you bring plenty of business
cards, brochures, useful handouts such as a list of web links (with your
logo and contact information since people are likely to hold on to this
information if it’s useful) and copies of your seminar evaluation form so
you can hand them out to everyone who attends. You’ll want people to
remember you and have your contact information if they decide they
might be able to use your services.

If you feel your speaking skills could be better, you can get experience
and become more comfortable talking to groups by joining
Toastmasters, an international organization that helps people develop
their speaking skills. To find a Toastmasters chapter near you, visit
www.toastmasters.org.
Teach a Class
Teaching a class can be a great way to earn extra money, establish your
reputation, and meet prospective clients. You don’t have to have a
degree to teach adults—just lots of enthusiasm and knowledge of your
subject.
The first step is to review the current catalog of continuing education

courses offered by local colleges, universities and other organizations
that provide adult education classes in your community. Call and
ask for a print catalog if they do not have course information at their
website. Once you have reviewed their current list of courses, come up
with some ideas for new courses. (They already have instructors for any
courses that are in their catalog.)
Once you have an idea for a new course in mind, call the college or
organization and ask to speak with whoever hires continuing education
instructors. They will tell you what you need to do to apply to teach a
course.
5.4 Marketing to Corporate Clients

Many of the techniques already mentioned in this section can help you
break into the corporate market. For example, clients may hire you
after meeting you at networking events, hearing you give a speech, or
reading about you in the newspaper. However, you don’t have to wait
for clients to call you. Instead, you can take the initiative and contact
prospective clients.

5.4.1 Contacting Corporate Clients

Your Warm Market
When selling to corporate clients, start with your “warm market” of
family, friends, and other people who know you. Chances are, your
warm market includes a number of people who are “decision-makers”
in an organization that could use your services. In other words, they
are in a position where they could hire your company. If not, they
may be able to recommend your services to the decision-maker. So, as
suggested in the section on networking, get the word out to friends,
family, colleagues and acquaintances that you have started a career
coaching practice. Tell them what your skills are and how you might
be able to help them, and show them the areas in which you can help
enhance their business.
Cold Calling
Cold calling involves picking up the telephone and calling people
you’ve never met or talked to before. Although it can be intimidating
to make cold calls, this marketing technique can be effective. Martin
Wilkins, a consultant interviewed for the IAP Career College Guide to
Become a Business Consultant, says “I make 200 phone calls a week.
It’s the best way to get your name and business into the minds of the
president or CEO of that company.”
Before you start dialing, do some assessment. Cold calling requires

a significant investment of time, so before undertaking a calling
campaign, determine how much time you have to devote to your
marketing efforts and whether this is the most efficient method for
you. One alternative might be to mail a copy of your brochure to local
companies detailing your outplacement services. Include your business
card, and perhaps a brief personalized hand-written note to those select
companies where you have a particular interest in getting your foot in
the door. Show your knowledge of the specific company’s needs and
mission and ask to set up a meeting.
Cold calling works best for those who are confident and not too afraid
of hearing the word “no.” Because the reality is that some people will
say “no”. In fact, probably even most people. Some will hang up on you
and not even give you the opportunity to say why you are calling. You

may gain a whole new respect for the fortitude of those telemarketers
who are always calling you during dinner or your favorite TV program.
Or maybe not.
In addition to the requisite thick skin you will need to develop to make
cold calls, it may help to keep in mind that while some companies may
be abrupt with you, it is also a reality that there are others that truly
need outplacement services and either aren’t aware of the potential
benefits, or aren’t especially happy with the larger firms, which can
be expensive and impersonal. These companies would welcome a call
from someone who can offer them a money-saving alternative. With
that in mind, look at each call as an introduction of your services –
services that could possibly help this person and organization. If you
decide cold calling is the right approach for you, here are some tips to
make your calls more successful.
Deciding Who to Call

Do some research and come up with a list of prospective clients. Section
5.1 offers advice on finding prospects in your target market. If you’re
considering pitching to a particular company or individual, find out as
much as you can about the company or individual, what they do, and
how they can benefit from your services.
When making a cold call to a prospective client company, be sure to

talk with the executive or manager who will make the decision about
whether or not to use your services. In many large organizations, the
key decision-maker in each department may have the title of Vice-
President, Director, or Department Head. If the company is small,
there may be a single individual you should talk to, such as an owner
or office manager. The Director of Human Resources is a good person
to start with since the HR department often coordinates outplacement
services for outgoing employees.
If you don’t have the name of a decision-maker when you call a

company, simply ask the receptionist. You might ask: “Can you tell
me the name of the person who handles outplacement services for
your company?” Or you might ask: “What is the name of the head
of your human resources department?” Most busy executives have
administrative assistants who field calls for them so they don’t have to

talk with everyone who calls. A friendly attitude can help you get past
these gatekeepers.
Using a Script
Having a script to follow when you make a cold call can make the
difference between failure and success. A script is simply an outline of
what you want to say during your call. It’s a good idea to have scripts
for leaving a message on voice mail as well as for your first conversation
with a prospective client.
Be prepared for the fact that many decision-makers screen their calls
with voice mail. They simply don’t have time to speak with everyone
who wants their attention. If you must leave a voicemail message for
the decision-maker, consider leaving it after hours so it will be among
the first messages the person hears in the morning. Whether or not they
return your call depends primarily on how intriguing your message is.
A script shouldn’t be followed verbatim, because you’ll sound stilted

and rehearsed. Instead, use your script to organize your thoughts and
to provide you with a guideline so that you don’t leave out any vital
information. Practice the script several times before making your first
call. It will become easier the more you do it, and eventually you won’t
need the script right in front of you.
Below is a sample script compiled from suggestions from several

business consultants. As you can see, there is room to adjust your
message according to how the conversation evolves. But having a script
will help you to sound professional and keep the conversation on track.
“Good morning (afternoon) Mr. /Ms. Decision-maker.
My name is ____________. I’m an independent career coach and

consultant located in ____________. I specialize in ____________.
I’ve been conducting research on local businesses to determine

whether they are aware of the benefits of providing outplacement
services for employees. May I inquire if your organization currently
offers outplacement services, and if so, if you are happy with the
results? My customized outplacement program can benefit your
business by offering a flexible approach that may provide you with a
better value.

I’d like set up a 20 minute meeting with you at your office to discuss
how my programs can help get your employees back to work faster
and provide you with a cost savings. I have a couple of openings this
week. Would Tuesday afternoon or Wednesday morning work better
for you?
Thank you and I look forward to our meeting.”
As the example above illustrates, you can avoid a mistake many cold
callers make of giving the decision-maker a choice between saying
“yes” to a meeting or saying “no.” Instead, give them a choice between
two possible meeting dates. Some experts also suggesting setting a
time limit – ideally no more than 30 minutes –because many decision-
makers view their time as limited.
TIP: You are much more likely to get your call returned if you say
you were referred by someone the decision-maker knows
and respects. Ask for referrals from your warm market and,
wherever possible, slip “____________ suggested I call you”
into the script after your name.
Calling Again
You may not get through to a decision-maker on the first call, and when
you do get through, you may not make the sale on the first try. Many
sales professionals recommend trying again unless a prospect gives
you a definite “yes” or “no.” However, the experts we interviewed
had different advice about how often to call. Some felt you should
be prepared to call five or more times to set up a meeting with your
prospect. Others said if a decision-maker is not interested after two
calls, you should move on and invest your time elsewhere.
Assessing Your Results

Don’t worry if your first few calls don’t go as planned. Consider
them practice. Once you have been using this approach for a while,
it should generate a respectable success rate. Depending on what you
are proposing, a good success rate for setting up meetings may be one
“yes” out of every ten calls or even one “yes” out of every two calls. It
is up to you to determine if making a lot of cold calls is a good use of
your time.

If this approach doesn’t work, go back and take a hard look at your
script. Are you clearly communicating the benefits of taking the action
you suggest to the decision-maker? If you believe you are, ask someone
you respect to listen to you make some of your calls. They may discover
something in the way you communicate that could be improved.
Sample Contact Sheet

Company Name/ First Second Contact Meeting
Address Call Call Name Date
Having Someone Phone for You

An alternative to phoning yourself is to have someone phone for
you. This can give the impression that you are already an established
coaching and outplacement firm. Like many of us, clients can be
influenced by how things appear, and may assume you are a successful
professional to have people working for you.
One way to have someone call for you is to hire someone you pay on an
hourly or commission basis. This person might work for you full time
or part time, from your office or from their home. You might find the
right person through word of mouth or from a classified ad. Consider
posting an ad on a website like craigslist, or in your local college
newspaper where you’re likely to find students eager for part-time
temporary work. Another alternative is to have a friend or relative call
on your behalf. Ideally this person should have a different last name
from yours, or they should simply introduce themselves by their first
name.

Staying Organized
An important part of cold calling is keeping track of everyone you’ve
called. When gathering information for cold calls, the amount of
information can be overwhelming. To keep yourself organized and
help ensure success, use a spreadsheet to keep track of each contact’s
name, company, and information about when they were contacted and
the results. An example is shown on the next page.
You can also use software like Microsoft Outlook or FileMaker Pro (www.
filemaker.com) to create a client contact database, track meeting dates
and make notes about your meetings. Or you could use a website such
as Zoho (https://www.zoho.com/) or Hubspot (https://www.hubspot.
com/), which allows you to set up a free account to track detailed client
contact information, create company notes, calendars, task lists, and
more.
5.4.2 Preparing a Proposal

A proposal is a written document outlining what you propose to do for
a client. In some cases, a proposal can be as simple as a short letter. In
other cases, where a client uses a formal “Request for Proposal” or RFP
process as described below, a proposal may be a detailed document
that is dozens of pages long.
Why Clients Ask for Proposals

Sometimes the request for a proposal may come unexpectedly from a
client you haven’t approached. The beginning career coach typically
thinks this is great news! After all, why would they ask for a proposal
if they were not interested? Actually, there are a number of reasons
organizations ask for proposals:
It May Be Necessary for the Job

In some cases, a proposal is necessary for the job. For example, many
government departments require written proposals from several
different prospects before a contract is awarded. They will often have
formal RFP (request for proposal) guidelines for you to follow. Likewise,
some large companies require written proposals that follow strict
submission guidelines. Information about RFPs is provided below.

It May Be a “Brush Off”

This scenario may happen when you have approached a prospective
client. Some clients find it difficult to say “no” and want to avoid a
confrontation. They can delay saying no by having you submit a
proposal. The client can then say it is “under review” until you either
give up or they finally work up the courage to tell you they are not
interested.
It May Be Used to Confirm a Hiring Decision

Some clients ask for proposals because they want to have written
comparisons of several consultants. Often, they have a “preferred”
outplacement services provider they want to hire, and the purpose of
the written proposal is to help them confirm their decision, or show
their supervisor or a committee that they have “shopped around.”
TIP: If you are the preferred outplacement provider you will

know it. The client will have discussed the project with you
in detail, and you will have reached a tentative agreement to
do the work. They will explain that their regulations require
them to review written proposals and may even assure you
that it will be “just a formality.”
If you are the preferred outplacement services provider and you want
the job, then it is worth your time to put together a proposal confirming
the details you have discussed with the client. This can be in the form
of a proposal letter or engagement letter (described in section 4.5).
Otherwise, your time might be better spent focusing on clients who are
seriously interested in you.
Prospects who approach you will not generally start off by asking for
a proposal if they are seriously interested in working with you. If they
do need more information, they will usually want to discuss it first. If
you suspect that a prospective client is not serious, but don’t want to
miss out on what could potentially be a good opportunity, you might
try what some other consultants do when asked for a proposal. They
charge a “proposal preparation fee” such as $150 which is deductible
from their fee if they get the job. However, you can’t expect to get this fee
if you are responding to a formal RFP as described in the next section.

Requests for Proposals (RFPs)

Wikipedia.org defines a Request for Proposal or RFP as “an invitation
for suppliers, often through a bidding process, to submit a proposal
on a specific … service.” An RFP process may be used by large
organizations such as a corporations or government departments to
get written proposals from businesses and consultants that wish to
become “suppliers” and get hired to do work for the organization. The
companies that submit proposals are known as “bidders.”
An RFP typically has information about the organization that is

requesting proposals, some background on the planned project, how
and where to submit your proposal, how the proposal should be
formatted, and what specific documents and other materials need to
be included. An RFP typically asks bidders to submit a proposal that
contains the following:
• A description of your company
• The services you propose to provide
• Evidence of your capability to provide the services
• Details about how you will provide the services
• A proposed timetable
• A fixed price quotation
• Specific resources (including people) that you will assign to the
project
• References from organizations you have provided similar
services for
• An explanation of how you will measure results
The RFP may also include the project’s proposed budget and time
frame, eligibility requirements for those wishing to submit a proposal,
and information about the client’s selection process. The bid process
may also require you to make an oral presentation. When pricing your
services for a proposal (see section 4.3 for advice on setting your prices),
keep in mind that the client may not be obligated to award the contract
to the lowest-cost bidder. Instead, they may make their decision based

on a number of factors, including the bidder’s previous experience with

similar projects.
TIP: To avoid a costly mistake, your proposal should specify

anything that is not included. For example, if you were
proposing to plan an event, you might need to mention if
your proposal does not include handling registration of
attendees.
How to Find RFPs

If your company becomes well known, RFPs may come to you. Just
as corporations may contact you to ask you to submit a proposal, you
may be contacted directly by departments and agencies that invite you
to reply to an RFP. You might consider adding a separate page to your
website for potential corporate clients and including an online form
they can complete to request an outplacement proposal. However, you
will first have to make them aware of your services, using some of the
techniques described earlier in this chapter.
As a beginning career coach, you are more likely to get RFPs by finding
them posted online. The U.S. government offers free access to RFP
information at www.fbo.gov while the Canadian government offers RFP
information at www.merx.com and advice on how to do business with
the government at https://buyandsell.gc.ca/. Find RFP (www.findrfp.
com) posts RFPs for all levels of government in the U.S. You can try it
out free for one week and get a subscription for $19.95 per month for a
regional plan or $29.95 per month for a national plan.
You can also check out websites that list opportunities to work for
business clients. These “jobs” are usually a lot smaller than the
ones traditionally offered through an RFP system, but the process is
essentially the same: a company advertises a need and consultants
submit a proposal or bid to do the job. You can also post your
resume and qualifications for potential clients to view. You can find
opportunities for career coaches at Guru (www.guru.com/howitworks.
aspx) and Upwork (https://www.upwork.com/).

Submitting a Proposal
When responding to an RFP you should follow the instructions exactly.
To improve your chances of getting the job, make sure you emphasize
your experience directly related to their needs, and include written
references. The description of your company should also include any
relevant information about the backgrounds of yourself and other
representatives of your company who will be working on the project,
including education, experience, professional memberships, and
pertinent awards.
The decision-makers who will be reviewing your proposal need

evidence that you are ready and able to handle their needs. They want
to know that you have the qualifications to successfully carry out
the project. This is where it really pays off to have acquired as much
relevant experience as possible using the techniques described in
chapter 3 of this guide.
TIP: If there are skills or experience that you don’t have, consider
partnering with someone who has the necessary skills or
experience.
Even if you decide not to respond to RFPs, you can prepare proposals
for clients you have met with that have indicated they are potentially
interested in working with you but require more information. However,
while a formal proposal in response to an RFP may be up to 25 pages
or more, you can prepare much simpler proposals for most prospective
clients. In fact, you can submit your proposal in the form of a letter of
agreement. You describe what services you will provide based on your
discussions with the client. The client signs the letter, and you start
working for the client. You can find a sample letter of agreement in
section 4.5 of this guide.
Proposal Resources
Bizfilings.com offers many valuable resources with advice on proposal
writing and government contracting at www.bizfilings.com/toolkit/
sbg/run-a-business/govt-contracts/negotiated-solicitations-for-govt-
contracts.aspx. Onvia is another resource for further information.
In addition to a paid subscription to receive RFP leads, they offer

excellent free advice which you can find by going to www.onvia.com/

resourcecenter/fp/proposalwriting.aspx.
A number of companies specialize in writing proposals. You can find

them by doing a web search for “writing proposals” and “contract.”
Recommended books on proposal writing include Proven Proposal
Strategies to Win More Business, by Herman Holtz, and Win Government
Contracts for Your Small Business, by John Di Giacomo and James
Kleckner.
5.4.3 Meeting with a Prospective Corporate Client

In most cases, while you may submit a written proposal, you will get
work without going through a formal RFP process. In such cases, you
may not be in competition with other coaches, but simply need to show
the company why they should invest in your services.
The fact that a busy person has agreed to meet with you means they are
interested in your services. While there is no guarantee that you will
land a particular client or project, if they have a need for your services
and are meeting with you, you have a good chance of getting their
business.
During your initial meeting your goal should be to learn as much as

possible about the prospective client and what they want, so you can
show them how hiring you will help them achieve their outplacement
goals. In addition to arranging to get together with prospects who call
your company, you can arrange preliminary consultations with anyone
you meet (for example through networking) who mentions that they
might need outplacement or training services.
You could say something like:
“Let’s get together for coffee to talk about that. I’d be happy to share
some ideas with you about how a more individualized outplacement
program with a smaller firm like ours can effectively meet your needs
at a lower cost.”

Where to Hold the Meeting

If you are fortunate enough to have an office outside your home and it
is a nicely decorated space, by all means have the consultation in your
office, especially if you are dealing with someone you know or with a
smaller local company. You will be close to all of the materials you’ve
gathered during your research and learning stage and will be able to
answer questions with pictures as well as words.
However, with most prospective corporate clients, since in all likelihood

you will be competing with larger firms that may have more impressive
office space with more staff, you should strongly consider meeting with
the client at their location. This will be more convenient for them, and
allow them to focus on the two most important factors in determining
the quality of the results they will get, you and what you have to offer
that is unique, instead of on the surroundings.
Preparing for the Meeting

During your initial meeting, the client will be deciding whether or
not to hire you. It is therefore important to remember that the client
will be making judgments about your professionalism based on how
you look and behave. Make sure your clothing and grooming are
impeccable, arrive on time or a few minutes early, and make sure you
have everything you need.
What you wear to the first meeting should be dictated in part by the
type of client you are meeting. For instance, a navy suit that you would
wear to a meeting with a large financial corporation may be too formal
for a meeting with a smaller firm, especially one in a more creative
industry. When in doubt, wear a two piece suit (pants or skirt with
jacket) over a shirt or sweater so you can remove the jacket if necessary.
To express your creativity, you can add a stylish accessory such as
jewelry, a scarf or tie. Remember your mother’s advice: You only get
one chance to make a first impression. Yours should say professional,
organized, and approachable.
Over time you will develop your own checklist of what to bring to an
initial consultation. In the meantime, here is a list of items to bring:
• Your business cards (see section 5.2.1)

• Your brochure (see section 5.2.1)

• Your portfolio (see section 5.2.2)
• A notepad and two pens
• A calculator
• A planning calendar
• Optional: a laptop computer
• Blank contracts (see section 4.5)
Although this initial consultation may be seen only as an opportunity

for the client to assess whether they want to hire you as their
outplacement provider, it is a good idea to come prepared to write up
a contract.
What to Say
As mentioned above, while there is no guarantee that you will land a
particular client, if someone has a need for your services and is meeting
with you, you have a good chance of getting their business. Your
purpose during this meeting is to turn a prospective client into a client.
The way to do this is by identifying what your client needs and wants,
so you can communicate how your services will benefit them.
This is where your interpersonal communication skills will really pay

off (see section 3.1.4 if this is an area you need to improve). You can
begin by giving a quick overview of your services, however, during
your meeting you should mostly ask and listen. Aim to have your client
do about 80% of the talking. Of course, take your cue from the client. If
they prefer not to do that much talking, don’t try to force it.
Prepare a list of questions to ask the decision-makers. During this

“needs analysis” you may have to adjust your line of questioning as
you find out more about whatever the organization’s needs or current
difficulties that they may be experiencing. Then you can further explain
how you can meet those needs. Below are some sample questions for
a training needs analysis. If you are offering outplacement or other
services, you can adapt the questionnaire accordingly.

Instead of simply describing all your services, focus specifically on

what the client wants based on their answers to your questions. Be
ready to offer several alternative packages for employees of different
levels and at different price levels, such as more one-on-one coaching,
more group sessions, or teleclass offerings depending on their needs
and budget. Being willing to share a few innovative ideas will leave the
impression that you have many more which you haven’t shared.
Sample Questions for a Training Needs Analysis

1. Who is this training for?
2. What kind of training programs have they had in the past?
3. Were those programs effective or not? Why?
4. Why do you want to hold the current training?
5. What are the specific problems you want solved?
6. What specific topics do you want to be covered?
7. What are the results you expect from this training?
8. What do you need to be satisfied with the training?
9. What do the participants want from attending this program?
10. Is there anything else you think I need to know?
The issue of money, and if your fees and service are worth the cost, is
bound to be raised either on the phone or at the meeting. If you followed
our script for the telephone call you have already planted the seed in
the prospective client’s head that you will save them money and offer
them personalized service, and hopefully you won’t have to justify your
fee during the consultation. If you do get involved in this conversation,
remember to focus on the benefits of your services, which include:
• Your local connections and knowledge of employment

opportunities in the local area.
• Cost savings – this is a big one – because you have lower overhead
(especially if you are not working out of an office you can offer
services more reasonably).

• Individual attention, both for the corporate client and the

employees you will be working with. Many of the larger firms
have a revolving door with clients so cannot take the time to get
to know them and their individual needs.
• Personalization. Many of the larger outplacement firms will try

to fit everyone into their “system”. Emphasize your ability and
willingness to think outside the box, especially if you’re dealing
with a company in a creative industry.
• If they are not currently providing any outplacement services,

remind them of the benefits of staying on good terms with
displaced workers and their current staff.
• If they are satisfied with the large national outplacement firm

they are using, suggest they offer a choice between their service
or yours (if they do not have an exclusive contract); displaced
workers often feel powerless over their situation so this simple
gesture of offering choice could go a long way in maintaining a
positive relationship.
Remember to focus on what the company wants. Ask them why they
are interested in hiring an outplacement service provider, and what
they think outplacement can do for them. They may talk themselves
into hiring you!
Following Up
After this initial meeting, make sure you follow up with the client.
Decisions can take time, especially when there is more than one person
involved in deciding whether to hire you. Keeping in touch ensures the
client keeps you in mind. After the meeting, you can send the client a
proposal letter summarizing the points you addressed in your meeting
and thanking them for taking the time to meet with you.
Don’t be discouraged if you don’t get hired right away. Think of it

as a long-term investment. If you have made a good impression, the
client may keep you in mind for the future. Their financial situation or
relationship with their current outplacement provider may change, or
they may offer you an opportunity to provide another type of training
seminar or workshop for their employees.

When you get the good news that a client wants to work with you,
you’ll be putting other parts of this guide to use, starting with sending
out a contract as described in section 4.5.

6. Conclusion
Many career coaching experts shared their experiences and challenges
which are incorporated throughout the guide. In these final pages, we’d
like to share some of their additional advice and inspiration.
Succeeding as a Career Coach

“Prior to starting a coaching business, it’s important to identify your value
proposition to clients. Your knowledge, for example, of the financial world, or
human resources, can be key selling points. They will also make you a better
coach.”
— S
heila J. Curran,
Curran Career Consulting
“Coaches who develop a very specific niche seem to be doing well and they’re
building up a highly credible authority. Look to the growing trends in the
economy and develop your niche there: coaching green business leaders,
coaching healthcare professionals (or just nurses…or just nursing homes,
etc.), and so on are examples of this.”
— S
haron DeLay,
BoldlyGO Career and Human Resource Management

”Most coaches don’t become coaches because they love running a business.
They love coaching. When you start out, make sure you are aware of when
you are working on your business and when you are working in it. While you
may have to do more “working on” roles than you like at first, by keeping
track of them, ultimately you can farm them out to others whose strengths lie
in these areas such as a virtual assistant or marketing coach. You may also
consider bartering coaching in exchange for business management help.”
— A
lexia Vernon,
Catalyst for Action
“I find that my former work experience, my personal and professional

reading, my commitment to staying on top of current events (especially local
business news) and my interest in a lot of different topics is a bonus in my
practice. I’ve found myself talking about goal-setting, meditation, running,
LinkedIn, blogging and organizational politics all in the same meeting…
I find that having been in different industries and different work settings
brings a richness to the conversation that wouldn’t be there if I had been in
the same job for 20 years before coaching.”
— K
athy Robinson,
Turning Point Career & Business Consulting
Your Dream Career as a Career Coach

“My most important advice to someone considering starting a career
coaching business is to be confident in what you are capable of offering others.
If you are considering such a business, you likely have a passion for helping
others and some background and skills that you feel will be beneficial to your
future clients. Fear of risk and failure often stop us from pursuing what we
love. Believe in yourself.”
— D
r. Colleen Georges,
“Make sure your ‘soul’ purpose is helping people create even better lives. I
was in my forties when I changed everything up for myself (after having been
a successful film producer) so I had my eyes wide open and a good plan in
place.”
— D
ebbie Robins,
Author/Personal Advice Columnist/
Radio Show Co-Host/Coach

“If you have a knack for helping or motivating others, coaching could be a
natural extension of your talents…Career coaching and career services truly
represent a profession with a soul where you can make a fantastic living while
truly making a significant difference to those job seekers you serve.”
— L
aura DeCarlo,
President,
Career Directors International
“The most rewarding part of the job is seeing a client successfully work
through identifying their strengths and passions, marrying that with how
to generate an income, and taking action on it so they end up with a career
that makes them excited to get up each day…Career coaching is an extremely
fulfilling career. Supporting others in their quest to find meaning in their
work, what they do, how they contribute to society can be truly profound at
times.”
— Jennifer Mounce,
Coach Effect, Inc.

Earn a Certificate in Your
Dream Career
The next time someone asks you “Why should I hire you for
your dream career?” or “What are your credentials?” imagine
being able to say: “I am a trained professional with a certificate
from the International Association of Professions Career
College!”
Benefits of Having a Certificate in Your

Dream Career
A certificate from the International Association of Professions
Career College may give you:
•
Respect as a professional plus a sense of confidence
and achievement
• A competitive advantage when marketing your services
• A credential for your resume when applying for
employment
• Assurance to clients of your professionalism and
evidence of your expertise
• Higher earnings (according to the U.S. Bureau of Labor
Statistics publication Certificates: A fast track to careers)
Now that you’ve read this

IAP Career College guide,
which is the textbook for
the certificate course, you
can earn a certificate in as
little as four weeks part-
time from the comfort of
your own home. Please
see the following pages
for a full list of certificate
courses offered.
Continued on next page

• Antique Shop Owner • Dog Walker
• Art Gallery Owner • Doula Business Owner
• Bakery Owner • Errand Assistant
• Bar Owner • Etiquette Consultant
•
Bed and Breakfast • Event Planner
Owner • Executive Coach
• Book Editor • Fashion Accessories Store
• Book Publisher Owner
• Bookstore Owner • Fashion Design
• Boutique Owner • Feng Shui Consultant
• Brewery Owner • Fitness Club Owner
• Bridal Salon Owner • Florist
• Business Consultant • Freelance Writer
• Cake Decorator • Genealogist
•
Cannabis Business • Gift Basket Business
Owner Owner
• Candy Store Owner • Gift Shop Owner
• Career Coach • Gourmet Food Store
• Caterer Owner
• Chocolate Shop Owner • Hair Salon Owner
•
Cleaning Business • Handyman Business
Owner • Home Decor Store Owner
• Closet Organizer • Home Stager
• Coffee House Owner • Human Resources
• Craft Store Owner Consultant
• Dance Studio Owner • Ice Cream Shop Owner
• Daycare Owner • Image Consultant
• Death Doula
• Dog Daycare Owner
Continued on next page

• Interior Decorator • Public Relations
• Interior Redesigner Consultant
• Jewelry Designer • Relationship Coach
• Kitchen Store Owner • Restaurant Owner
• Landscape Company • Secondhand Store Owner
• Life Coach • Social Entrepreneur
• Lifestyle Expert • Social Media Consultant
• Makeup Artist • Spa Owner
• Matchmaker • Stationary Store Owner
• Motivational Speaker • Tea Room Owner
• Nail Salon Owner • Time Management
• New Age Store Owner • Travel Consultant
• Nonprofit Business • Virtual Assistant

Owner • Web Designer
• Organic Farmer • Wedding Planner
• Party Planner • Weight Loss Center
• Party Store Owner Owner
• Personal Assistant • Wellness Coach
• Personal Chef • Wine Store Owner
• Personal Concierge • Winery Owner
• Personal Shopper • Yoga Studio Owner
• Pet Hotel Owner

• Pet Sitter
• Pet Spa Owner
• Professional Organizer
• Professional
Photographer

Career Coach (IAPCC)

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Career Coach (IAPCC)

Uploaded by

Copyright:

Available Formats

Get paid to help people achieve career success!

IAP Career College Guide to

To read with ease and comfort

2. Providing Career Coaching Services................................................31

4 • iapcollege.com • Copyright © IAP Career College

2.4.1 The Initial Consultation......................................................53

3. How to Learn Career Coaching........................................................120

Copyright © IAP Career College • iapcollege.com • 5

3.1.1 Assessing Your Skills, Knowledge, and Values.............121

4. Starting Your Own Business............................................................159

6 • iapcollege.com • Copyright © IAP Career College

Copyright © IAP Career College • iapcollege.com • 7

8 • iapcollege.com • Copyright © IAP Career College

About the Authors

Contributing Author Marky Stein is an internationally known career

Copyright © IAP Career College • iapcollege.com • 9

• Diane Hudson Burns, CCMC • Barbara Gronsky, Ph.D.

• Sheila J. Curran, SPHR • Maggie Mistal

• Dr. Colleen Georges, CPCC, LPC

10 • iapcollege.com • Copyright © IAP Career College

• Lisa Quast • Kathy Robinson

Copyright © IAP Career College • iapcollege.com • 11

12 • iapcollege.com • Copyright © IAP Career College

1.1.1 What is a Career Coach?

Diane Hudson Burns, Director of the Professional Association of

Clients need guidance in clarifying their purpose for seeking

Copyright © IAP Career College • iapcollege.com • 13

1.1.2 How Career Coaching Differs

At least in part, the answer to that question depends on whether you

So how do we make sense of all this? Education and work experience

Eileen Wolkstein, Ph.D., a New York City-based counselor and career

14 • iapcollege.com • Copyright © IAP Career College

Unlike counselors, career coaches can have a varied background in

DeCarlo suggests two basic factors that differentiate career coaches

Dr. Colleen Georges of Colleen’s Career Creations, who is both a

Copyright © IAP Career College • iapcollege.com • 15

So in summary, career coaches:

• Focus on the “here and now,” not the past

• Deal with “goals” rather than “issues”

• Are more likely to use a structured system or program consisting

• Do not usually give advice, but may be more directive than a

• Do not need a formal background in psychology or counseling

• Do not require an advanced degree

• Have an understanding of organizational dynamics and the

The American Counseling Association defines the practice of

“The application of mental health, psychological, or human development

The U.S. Bureau of Labor Statistics’ Occupational Outlook Handbook

Career counselors also:

• Utilize and have formal training in the use of aptitude tests or

16 • iapcollege.com • Copyright © IAP Career College

• Assist individuals in developing job search skills

• May have a more open-ended or longer term time frame in

• Provide support in times of job-related stress, such as job loss or

• Have a background in psychology and extensive knowledge of

• Must hold a master’s degree and complete a requisite number of

The specific services provided by career counselors may be dependent

More information and statistics about the counseling profession,

“Consulting might be for very limited scope, one-time-only type of

Career consulting work may be done for an individual, as in the

Copyright © IAP Career College • iapcollege.com • 17

independent consultants on an as-needed basis to supplement their

“Consultants determine new directions and help individuals or

In summary, career consultants:

• Provide one-time or short-term services