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Go From Invisible to In-Demand: A Step-by-Step Guide to Coaching Outreach

  In this second part of our series on building a client base, ProAdvisorCoach Linda Haury outlines the essential building blocks of a powerful coaching outreach strategy. She shows you how to define your ideal client, build a magnetic personal brand, and engage in personalized, non-salesy outreach that attracts high-paying clients. In the last article, we uncovered the key reasons why attracting clients can be a challenge for even the most qualified coaches. Knowing the obstacles is the first step, but the real breakthrough comes from building a solid, predictable system to overcome them. In this article, I'll walk you through the seven core elements of an effective outreach strategy that I’ve used and taught to help coaches just like you go from invisible to in-demand. Core Elements of an Effective Coaching Outreach Strategy 1. Define Your Ideal Client (Deeply) Before outreach, clarify: Who you serve (e.g., women in leadership, first-time execs, founders post-Series A). What...
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The Client-Attraction Gap: Why Your Coaching Expertise Isn't Enough

In this first of three articles on building a coaching clientele, ProAdvisorCoach Linda Huary addresses a critical question for new coaches: why is it so challenging to land clients? She breaks down the key factors that stand between your expertise and a client's trust, from a crowded market to a lack of awareness. Attracting coaching clients —especially as an executive or leadership coach—can be challenging for several reasons, even for highly qualified professionals. Here are the key factors that often make it hard: 1. Coaching Is a Trust-Based Purchase Coaching is personal and transformational. Clients need to trust that you deeply understand their challenges before they will invest. This trust typically develops over time—through content, referrals, or direct interactions—not just from a single pitch or website visit. 2. Low Awareness of Need Many potential clients don’t know they need a coach. Executives may not see their blind spots or believe they can self-correct. Until a...