Dear Fellow PCMA Member,

This is meant to be a gift to you and your clients, colleagues and friends.

It is the "cliff notes" version of my "Trends in Coaching" talks given during recent PCMA chapter meetings in LA., O.C., and San Diego. The first segment highlights the 12 types of coaching recognized in our profession, followed by the three core coaching approaches and a list of fee strategies from which professional coaches and mentors choose.

The "What Clients Look For in Executive Coaches" list plus other key lists are also included.

These are samples of the content we all enjoy at our 30 annual Professional Development Meetings and our two-day International Conference.

PCMA's focus is professional growth, alliances and fusion in an arena of abundance. I hope this document reflects our focus.

We get out of PCMA pretty much what we put into it. Therefore, I encourage you to take one more step toward involvement… as you increase the benefits you get out of your membership.

You will be glad you did.

I guarantee it!

Best… of all you want.

P.S.: Please look on my web site (www.vancecaesar.com) for this and other "Resources for Professional Coaches and Mentors."

VRC/kse

A. Twelve Types of Coaching

1. Career Transition.

2. Career Management - Long Term> 12 months.

3. Hi-Potential - Defined Time (6-36 months).

4. Hi-VAL (Highly Valued w/ behavioral issues) 3-9 months.

5. Assimilation - 3-6 months Cumulating in Mentorship being established.

6. Content Integration (Content Coaching) 6-26 weeks weekly on phone.

7. Inter-Cultural (countries/companies/markets).

8. Group/Team - 3-9 months with tune-ups until there is a new team.

9. Personal - 3 months to a decade or more.

10. Mentoring - usually long term.

11. Performance -(i.e. Sales increases within 12 months with a very specific focus).

12. Spiritual.

B. The Three Core Coaching Approaches

1. Inquiry/ Reflective (Traditional Therapeutic Model).

2. Observational (Was called "Shadow Coaching" used by many top CEO's in addition to 1 & 3).

3. Instrumented (Includes "Personal Directions", "MBTI". Firo-B, M.F.S., Values, 360, etc.).

C. Fee Strategies

1. Time-based (hourly, daily, monthly, and yearly).

2. Results based (% of sales increase, etc.).

3. Equity (warrants, options, stock certificates, etc.).

4. Fixed Fee (per project or other deliverable).

5. Retainer (Fixed amount/mouth plus $x if over agreed level).

6. Barter.

7. Min-max (shared risk between client/coach…time based.

8. Combo of the above.

D. A Sampling of the Myriad Niches Represented by PCMA members

1. Executives (senior, middle management & newly appointed executives).

2. Entrepreneurs (start-up, "second half", existing, etc.).

3. Sales mangers.

4. College seniors.

5. Dentists.

6. Tax accountants.

7. Non-profit executive directors.

Note: There are more than 500 niches PCMA members and guests have identified for themselves.

E. Client Interface Options

1. Phone.

2. Inter-net.

3. Face-to-face in coach’s "office."

4. Face-to-face in client’s "office."

5. Face-to-face in "high learning" environment (retreat center, beach, sports, event, movie, etc.).

F. Practice Models Chosen by PCMA Members:

1. Independent (on your own).

2. Networked (Tight, Moderate, Loose) with other service providers.

3. Employee (of a coaching organization of an internal coach of any organization).

4. Owner/CEO/Team Leader.

5. Franchisee.

6. Combo.

Note: You will probably, select from the following Business Forms:
Sole Proprietor, Corporation, LLC, and Partnership, with the help of an attorney or, you could seek Rick Usher’s advice. As an attorney and PCMA’s legal counsel he is glad to “coach” you for up to an hour at no fee to you.

G. What Clients Look For in Executive Coaches. (Summarized from recent PCMA Best Practice Clients)

1. Appropriate training and credentials.

2. Earned the right to coach in this particular scenario.

3. Synergistic relationships with complementary professionals (i.e. other coaching experts, therapists, trainers, strategic planners, etc.).

4. Excellent communication skills at all levels of the organization.

5. Current competencies with appropriate tools including assessment and progress tracking instruments.

6. Confidentiality is unquestioned.

7. Excellent rapport with each client with a history of trusting relationships.

8. A strong team/staff/system backing up the coach and easily accessible when the coach isn't.

H. Steps To Start a Successful Professional Coaching Business or Practice

1. Know Thy-Self with a life purpose/vision and clarity of what a successful life will look like.

2. Acquire adequate knowledge of the professional coaching and mentoring profession with many frames of reference…and basic understanding of the types of coaching or mentoring you are or could be qualified to offer.

3. Create an advisory board that involves at least a successful professional coach or mentor who's "Been There and Done That" and a representative of your core clients.

4. Have a personal financial plan into which a new professional pursuit can fit (agreed to by your spouse/partner).

5. Complete an analysis of the current perceived need for the general type of coaching/mentoring you plan to offer, along with a projection of the need for it the next few years.

6. Analyze the current (and future) competitors with which you will be compared…along with their pricing, alliances, referral sources, and client testimonials.

7. Complete a business plan that includes answers to at least the following:

• What is the perceived need (clients will pay to satisfy) you will satisfy best in the minds of your clients.
• Who (very specifically) is your core client…and how will you anticipate "his" need better than the competition?
• What will be your "branding" as you create a "barrier to entry" that protects your business or your practice?
• How much money will you make after you've adequately re-invested in yourself, team/alliances, technology, brand awareness, client knowledge?
• What is the source of your passion for this venture and how is it integrated with your life purpose?
• Who are your advisors, coaches, and mentors?
• What is your exit strategy? Will you sell your (assuming it is a business vs. a "job*") business, give it away or wind it down as you shift priorities?

8. Create a progress review cycle with your advisory board that helps you track progress vs. benchmarks you've established with your board.

9. Commit your financial, time and emotional resources as you create your business * or your practice.

Note: A business keeps working for you when you stop working while a practice is more like a job for which you are paid only when you “practice” or work. It is important to know the difference and to focus on one from the start.

I. Trends In Executive Coaching Today:

1. Executive coaching is increasingly included in senior executive’s employment agreements.

2. H.R. executives are expected to have coaching competencies and coaching resources that can be brought into the organization at appropriate times.

3. Executive coaches are expected to have a myriad of other resources they can offer clients at appropriate times such as consultants, therapists, trainers, and mentors.

4. Senior executives are increasingly discerning when choosing and/or retaining their coaches.