To Be or Not To Be a Consultant—and the Role of Coaching Companies

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No one said that consulting would be easy.What is outlined in this

chapter is really the barebones approach to moving from coaching

a few leaders to gaining the go-ahead for a coaching initiative. This

chapter represents the standard operating procedure for consultants,

but let’s face it: not all coaches are willing or able to be consultants.

So what do they do? This is where coaching companies come into

play. Coaching companies are responsible for developing business,

managing the client relationship, presenting proposals, and managing

the coaching initiative. Coaches coach. Clients value coaching

companies because they offer a single point of contact to manage

the coaching initiative. These companies scan the marketplace for

coaches, qualify the coaches to a level of standards, bring the coaches

onboard, and manage their performance. Coaches will pay a

premium for this service, typically receiving less than their usual

coaching fee. The brokers assume most of the risk of the coaching

initiative, while the coaches—who are freed up from managing the

relationship with the client organization—can concentrate on their

coaching.

Many coaches have aligned themselves with coaching companies

for this very reason. This represents a choice for coaches: to be or

not to be a consultant. Given how coaching as a profession is evolving,

not crossing over to embrace the consulting aspects of building

coaching capability may be a career-limiting move for a coach.

Coaches are increasingly expected to be well-rounded businesspeople,

providing real value to organizations and openly accepting

accountability to deliver this value.