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How to Sell a Coaching Program to Your Firm

BY Phyllis Weiss Haserot
May 01, 2003

You've seen or experienced the benefits of coaching firsthand. Now you want to persuade your firm to institute a coaching program for business development and/or general professional development. How do you go about it? The best approach is one that combines rational arguments, strategic “lobbying” and appeals to the ultimate decision-makers ' in a way that best matches each individual's personal style.

Here are step-by-step guidelines for selling a coaching program to the decision-makers in your organization:

Step One: Gather data ' the basis for rational argument.

  • Find and include some anecdotes regarding the success of coaching.
  • Obtain some quotes on the cost-benefit or ROI of coaching.
  • Create a list of opportunities lost by people who couldn't convert contacts into clients.

Step Two: Undertake a needs assessment of the professionals in your organization.

  • Design a brief survey with questions about individual's desires for coaching and specific needs regarding personal and team coaching.
  • List specific coaching topics to get people's minds focused and to help them understand what the scope could be. Be sure to leave room for open-ended responses, as people may have unexpected issues that are ripe for coaching.
  • Survey the professionals in your firm. The size and culture of the firm will determine who you include: everyone; or only partners and managers; or only associates. You might even conduct a pilot survey with just one or two practice groups.
  • Consider interviewing a sample of the people surveyed.
  • Analyze responses, and prepare a report for decision-makers.

Step Three: Develop a coaching program proposal for presentation to management.

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