"A 2012 survey from the International Coach Federation (ICF) reported that globally, median annual revenues for coaches in 2011 were $25,000 (i.e. one half of coaches earned less than that amount). Success as a Coach sets out to help non-business oriented professionals develop their private practice. Stephen Newton provides a field-tested approach that covers the right skills, characteristics and training needed for business growth and success. With an emphasis on finding the right clientele, Success as a Coach covers: extending a professional network; planning and running meetings; delivering value for the client; calculating fees; structuring and delivering sessions; structuring the business; strategic client leadership and systematically growing a business"-- Provided by publisher.

"What does it take to be a successful coach? Assuming that you already possess the right skills, characteristics and training then success simply lies in finding and winning clients that you can coach successfully. Personal fulfilment and profitable fee revenue will be direct results. Unfortunately this isn't as simple as it might seem. Success as a Coach is your complete guide to business development whether you're newly qualified or an experienced coach. It covers all the crucial factors that will help you build your clients and your business including: finding the right clients; extending your professional network; planning and running meetings; delivering value for the client; calculating fees; structuring and delivering sessions; structuring your business; strategic client leadership and systematically growing your business"-- Provided by publisher.

Machine generated contents note: Introduction 01 The business of coaching: an overview -- The coaching industry -- Some industry data... -- How many coaches? -- Use of coaching -- Fees and workload -- What do we mean by 'coaching'? -- Who buys coaching? -- Coach matching/broking services -- Coach selection processes and certifi cation -- Factors that infl uence the buying process -- How do coaching businesses operate? -- How is coaching carried out? -- How much money do coaches make? -- The business case for coaching -- References02 Identifying the right clients -- Coaching or a coach? -- The importance of positioning -- What makes the client 'right'? -- Identifying the right client -- What does 'good' look like for you? -- Your skills and experience -- What benefi ts do you uniquely deliver? -- Linking your USP to the perfect client -- Positioning yourself as an expert03 Marketing collateral -- Your website -- Your domain name -- Web hosting -- Building your website -- Designing your website -- Content: keeping it simple -- Other marketing collateral -- Written material -- The use of video -- Speaking engagements -- Taster sessions and consultations04 Connecting with the right clients -- Extending your professional network and winning referrals -- Before we begin... -- Constructive visibility -- Your target audience: narrowing your field of play -- How and where to find good clients for you -- A giving agenda -- Offline network development -- Online network building -- Referrals05 Meetings: how to plan and run them for success -- Perceptions you generate -- Meeting mind-set: being yourself -- Gaze aversion in conversation -- PowerPoint -- Conversation is the new PowerPoint -- Ensuring success in meetings -- Planning each meeting -- Pre-meeting communication -- At the start of the meeting -- Gathering information -- Next steps06 Value in the eyes of the client -- What does 'value' mean? -- Budget appetite -- Self-worth and confidence -- Building your value equations -- Articulating the value you deliver -- Handling competition07 Fees: how to be paid what you are worth -- A reality check -- A 'typical' working week -- Fee structures -- Actual fee levels -- Engagement structures -- Charging for expenses -- Group sessions -- 'Remote' coaching -- Terms and conditions -- Payment terms -- The relationship pyramid08 Structuring and delivering a successful coaching engagement -- The chemistry meeting -- Writing proposals (or letters of confirmation) -- Goal setting -- Session duration and frequency -- Time-keeping in sessions -- Listening and the use of silence -- Note taking -- Action points/next steps -- The end of an engagement -- Pulling the plug09 Structuring your business -- The legal structure of your business -- Insurances and consents -- Physical location versus postal address -- Business models -- Recruiting partners or associates -- Accreditation and certification -- The infrastructure of your business -- Physical office space -- Time allocation10 Strategic client leadership -- Why can SCL be important for your business? -- SCL is not for everyone... -- The relationship factor -- Where are you on the pyramid? -- How to move to SCL?11 Systems set your business free -- Why systems? -- Design from the end backwards -- The statement of strategic aims: what is my business? -- Business operating principles -- Standard operating procedures -- Core systems -- Time allocation -- In conclusion.