Questions ultimately speak louder than qualifications say Thomas Chalmers and Russell Borland, our latest hosts in the business of coaching column
When Russell and I were introduced to one another, it transpired that we were each coaching in the financial services sector, mostly in London, although we both live in central Scotland. Same sector, similar family values, a shared interest in people but completely different coaching qualifications and career paths.
In the beginning we both assumed that our joint business experience, coaching qualifications and institutional memberships were the ‘open sesame’ to the marketplace. But we were wrong.
We’ve found that most prospects aren’t the least bit interested in our qualifications. In fact, over the past six years we could probably count on one hand how many times we’ve been asked about our qualifications. They’re in our profiles, on our website and included in proposal documents but it’s literally a subject on which we are very rarely asked to elaborate.
Here’s why: our prospects know we’re qualified to coach by the questions we ask them. Our curiosity gives them a sense of us having prepared for the meeting. Relevant questions serve to reinforce our understanding of their world.
When you have, say, an electrical fault in your home, and you call out an engineer, you probably don’t start by asking them about their qualifications. The engineer’s knowledge and skills are implicit in the questions they ask you to get to the heart of the matter. You’re more interested in getting the fault fixed so that you can get on with your life.
Before meeting a prospect for the first time, learn all you can about them. Look at their LinkedIn profile, but don’t send them a request just yet. Neediness is a showstopper. Note their career path, educational background and hobbies. You might spot something that later allows you to make a deep personal connection.
Then look at their website. Note their organisational values, history, culture and anything thought-provoking that catches your eye. Questions should start to form in your mind, and these might be worth asking. However, don’t go into the meeting to impress them with everything you’ve discovered. Instead, go with a curious mind to learn more about them and their organisation.
If you’ve tried, unsuccessfully, to impress prospects with your qualifications then perhaps it’s time to change your strategy. Avoid talking up your profile and all that you’ve achieved. Draw on these attributes by demonstrating your skills rather than elaborating on them.
Start by asking pertinent questions. Provide subtle feedback. Coach them from the moment you meet them. Let them experience your personality, your inquisitive mind, your listening skills and the professional intimacy of the coaching relationship. Your qualifications and track record might have opened the door to the meeting, but their buying decision will ultimately be made on the value that you bring to them through your coaching approach.
- In London, on 1 October, 9am-2pm, we will be hosting a Business Development Forum where coaches can both learn and share best practice on the real business of coaching. We are planning to invite several clients who will share their insights and experiences. Please visit www.leadingfigures.com
- Thomas Chalmers is a co-founder with Russell Borland of Leading Figures. Thomas is a chartered banker whose previous careers span 10 years in commercial banking followed by 14 years as owner/partner of a seafood business. Russell was previously at Hymans Robertson where he held a number of senior leadership positions including firm-wide managing partner
- www.leadingfigures.com for more information