Nine Strategies To Attract Online Coaching Clients


Once you launch your business online, the first step is to have a predictable way to attract customers 24/7. Regardless if you are an online coach, creator or services provider, the client acquisition process is the most important asset you can focus on building.

In this article, I’ll give you a step-by-step guide on how to get online coaching clients.

Step 1: Be clear on the problem you want to solve for your clients.

Don’t try to be a “do it all” coach. It’s important to find a niche if you want to remain ahead of the competition. Your niche is your area of expertise. That expertise should be clear in people’s minds when they think of you as a coach. The one thing to remember here is that people don’t pay for coaches; they pay for results. To find your niche, think of the problems you want to help people solve.

Step 2: Identify your target audience.

Once you’ve decided on the type of coaching you want to practice, the next step is to identify the audience that can benefit most from your services. Finding the right clients is vital to the success of your online business. Identifying your target audience can be a simple process. Start by identifying your biggest competitors, as they have already spent time and money attracting proven buyer behavior audiences.


Step 3: Identify competitors and influencers who already do what you want to do.

Researching competitors in your industry can provide you with valuable insights to fuel your own strategy. Competitor analysis isn’t about stealing your competitor’s ideas; it’s about identifying their strengths and weaknesses. To get started:

• Identify the top 10 competitors or influencers in that space. Competition exists in every market. It means that others have already proven the model and there are buyers willing to spend money for the same services you are offering.

• Analyze and compare content. After identifying your competitors, you can now begin to do detailed research to understand what type of content they are publishing. Analyzing your competitors’ content can help you learn how to outperform them.

• Assess your competitors’ social channels and ads. To stand out from the competition, identify and analyze your competitors’ social channels. For example, if they have YouTube pages, look at their most popular videos. On their Facebook pages, look at the types of ad campaigns your competitors run, what they say in their ads, what their offers are and their strategic goals.

Step 4: Create a compelling and irresistible offer.

The way to rapidly scale any coaching business is the existence of an irresistible, compelling offer. To craft this offer, ask yourself the following three questions:

• What is the price point for my services?

• How can I add more bonuses to make it more appealing?

• Can I add direct access to myself to increase the value?

No matter the coaching specialty you choose, the better you are at creating a compelling offer around it, the more likely you will be to succeed.

Step 5: Build your authority.

Brand authority is one of the most important business assets. If you can get people to recognize you as an expert, you will attract more online coaching clients and be able to charge more for your services. One great way to build authority is to interview other experts in your niche. One way you can start doing this is by starting your own podcast or by being a guest on other podcasts.

Step 6: Build your sales process.

The sales process starts the moment you launch your ad campaigns with educational content, and it basically runs forever. The sales process should not stop after the first sale; it should continue to bring more value to your customers and nurture them into your back-end packages.

The best way to build a sales process is to base it on the price point of your coaching programs. For example, a person likely will not swipe their credit card online for a $2,000 price point without a phone call or a more in-depth video presentation. However, if your coaching program or online course is only $97 to $297, they will be more likely to become buyers without a phone call.

After you decide the price of your services, continue the sales process through a sales funnel.

Step 7: Establish a sales funnel.

A sales funnel is your marketing strategy; it’s a series of steps you take to lead a potential customer to hire you and to maximize your revenue. There are a number of ways you can create your own sales funnel. For example, you might decide to market your services through regular webinars, or you might decide to use an application funnel, which requires potential clients to apply to work with you. It all depends on the type of client you’re trying to attract.

Step 8: Use a mix of paid and organic marketing.

Every business needs more traffic to their website, because traffic means potential sales. There are two types of traffic: organic, which is when visitors find your website based on unpaid search results, and paid, which is when visitors find your website from a paid ad. To stay ahead of the competition, I recommended you combine both of these marketing tactics. While paid traffic is the only way to scale your business predictably, if your offer doesn’t convert organically, paid ads will not help that process.


Step 9: Build a membership site.

There are many reasons you should build a membership site for your high-end coaching clients. A membership site is an ideal way to showcase your expertise and let people know you are a professional. It is also a legitimate way to help your potential clients understand your products and services.

Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?

Founder of High End Client Acquisition Show, Marian helps online coaches and leaders become omnipresent and create automated sales machines. Read Marian Esanu’s full executive profile here.


Source: Nine Strategies To Attract Online Coaching Clients


The Power of Empathy in the Workplace

We’ve all had those moments of pure attention, when it seems everyone in the room is attracted to your energy. Yet for many of us, that place is difficult to tap into. Your mind races with nervousness about something previously said and you worry about what to say next, each distraction lessening the power of your interaction.

The key to success in these moments is empathy. This ability to understand and relate to others is a powerful skill that takes work, but in mastering it, you can better both your personal and professional interactions.

Related: Use these five elements of psychology to improve your writing.

The Power of Empathy

Empathy is about establishing trust by outwardly recognizing what someone else is experiencing. It’s difficult for people to fully engage in any interaction if they don’t feel that they are being heard and understood.

Think about how free and open your interactions are with close friends and family. Your conversations are super productive because you have each freed yourself to fully engage.

However, at work or in our other day-to-day interactions, we are naturally cautious. We withhold information, we don’t ask the tough questions, and it’s much harder to make decisions or resolve issues. That generally leads to subpar outcomes.

Four Steps for Practicing Empathy

1. Observe: Pay attention to voice, tone, body language, and the situation.
2. Listen: What feelings and emotions are being conveyed?
3. Interpret: What needs are behind those feelings and emotions?
4. Share: Openly state what you think you understand about the other person and ask for feedback to make sure you’re right.

Straightforward, right? Not exactly.

Why Listening is Scientifically a Struggle

Being a good empathizer is largely connected with being a good listener.

Chris Voss, former FBI negotiator and author of Never Split the Difference: Negotiating As If Your Life Depended On It, explains that it’s a struggle to focus in attentive moments because listening is far from a passive activity. It is the most active thing you can do, and empathetic listening can power some of the most fundamental functions of your workplace.

If you struggle with listening, you are not alone. Renowned author and journalist Michael Pollan examined this difficulty in his recent book, How to Change Your Mind: What the New Science of Psychedelics Teaches Us About Consciousness, Dying, Addiction, Depression and Transcendence.

Pollan found that a major area of the brain known as the default mode network (DMN), which acts as an overseer keeping brain operations in check, is most likely the very operator that makes active listening so difficult.

How the DMN Works

The DMN is what kicks in when you have nothing to do. And it seems to be responsible for the construction of what we call the self or ego. It’s all that noise that comes pouring in when you’re in idle; the flood of thoughts about the past and future and myriad distractions that we often feel powerless to overcome. It can become who we are. It also leads to rumination and self-referential thinking, which is not conducive to empathy.

The DMN is powerful, but you are not powerless to resist it. Attention, focus, and active listening help quiet the ego, allowing you more effective listening.

Try this: Consistent meditation, even just 10 minutes a day, has been shown to decrease activity in the DMN, which then leads to better empathy.

Practicing Empathy in the Workplace

Empathy in the workplace is something I encourage the team at D Custom to actively practice. Here are some of the things it can power.

Empathy and Negotiating

While Voss’ FBI negotiations might not be the first place your mind goes in wondering where and how empathy might be better understood and applied, it is paramount in their field. As he notes, when preparing for a negotiation, it’s more important to concentrate on demeanor and state of mind rather than what you will say or do. This is empathy in all its glory.

Empathy and Trust

Empathy establishes trust, and establishing trust enables more productive working relationships. By practicing empathy in the workplace, you will expose goals and concerns more readily. And you cannot resolve issues until that comes from both sides.

Implementing empathy to build trust starts with recognizing people’s fears and validating them without passing judgment or offering a solution. If you do that in a consistent way as a team member or leader, you will get all manner of engagement from your team.

Empathy and Creativity

Empathy is about a genuine connection, and active listening is a gateway to thoughtful collaboration. Ideas come to light in a creative environment, and an attentive approach helps increase input so much that possibilities expand in a way they would not have otherwise.

Empathy can be a force for powerful relationships. From persuading groups to negotiating with terrorists to growing a fruitful community of coworkers, empathy emerges as an imminent provider of success. It’s wired into our psychology to the point that we can’t resist it. So be present and empathy will follow. From that, the possibilities are boundless.

By Paul Buckley

Source: The Power of Empathy in the Workplace | D Custom


Empathy and Emotional Intelligence at Work | GGSC | Empathy Magazine

One of the key insights from the science of happiness is that our own personal happiness depends heavily on our relationships with others. By tuning into the needs of other people, we actually enhance our own emotional well-being. The same is true within organizations: those that foster trusting, cooperative relationships are more likely to have a more satisfied, engaged—and more productive and innovative—workforce, with greater employee loyalty and retention.

Source: Empathy and Emotional Intelligence at Work | GGSC | Empathy Magazine

Developing Empathy through Service-Learning | Empathy Magazine

In contrast, I was hoping that through this experience at Washington, my students would develop something more critical to their future, and the future of the children in their classrooms: empathy. To develop empathy, however, my students would need to learn to listen carefully and with respect to the experiences of people who are different from them. I knew that developing empathy would be much more challenging than simple sympathy.

Source: Developing Empathy through Service-Learning | Empathy Magazine

How Empathy Can Help Your Company Get Ahead – Michael Ventura


Michael Ventura is quick to dismiss the notion that empathy is some touchy-feely emotion that makes leaders seem soft. In business, he argues, empathy is what can help a company vanquish the competition, gain loyal customers, retain innovative employees and elevate itself from good to great. Ventura, founder and CEO of strategy and design studio Sub Rosa, has put the lessons he’s learned from working with major brands into a book titled, Applied Empathy: The New Language of Leadership. He recently joined the Knowledge@Wharton show on SiriusXM to discuss why this particular emotion is becoming paramount in the business world.

An edited transcript of the conversation follows.

Knowledge@Wharton: When did you start to see empathy as an important element in leadership?

Michael Ventura: I think that it really was a slow burn for us. It wasn’t a thunderclap kind of moment. We went back and looked at about five years’ worth of work that we had developed and asked, what made all of this work well? Why was this work landing for our clients in such a way? When we dug into it deeply, we started to see it’s not about sitting in a room and shutting the door and getting high on your own supply. It was when we got out of the building, got into the minds of the people we were trying to reach and really took their perspective, really got into their shoes and saw the world from their standpoint. When we did that and brought that insight back, the work got exponentially better. We latched on to it at that point and started to make a practice and a methodology around it.

Knowledge@Wharton: In today’s corporate culture, how prevalent is empathy?

Ventura: I think it is getting more important, but the problem is that there are a lot of misconceptions about what it is. There are a lot of people who hear empathy and equate it to being nice or being compassionate. Those are often side effects of empathy, but that in and of itself is not empathy.

Empathy is a fairly objective, perspective-taking process where you are aware of your own bias, you try to step as far out of that as you can, and you try to see and understand from someone else’s point of view. When leaders inside organizations do that — and that doesn’t mean just the C-suite — they are able to connect better with their teams, connect better with their customers or their clients, and ultimately deliver more well-rounded solutions.

Knowledge@Wharton: In the book, you call empathy a “squishy word.” Why?

Ventura: I think that because of that misconception we were just talking about, a lot of people have their own version of empathy. One of the clients we worked with early on using this work was an enormous, mulitnational manufacturing operation. We sat down with a member of their C-suite and said, “We really think empathy is an important aspect of how we are going to make this work successful.” We were almost laughed out of the room. We had to say, “Hold on. Before you judge, let’s talk about what this really means.” Fifteen minutes later, the exec said, “This is exactly what we’ve been looking for. I just didn’t know that it was empathy.”

“Empathy makes things harder before it makes things easier because it requires patience and re-commitment.”

Knowledge@Wharton: Your company has worked with West Point (the United States Military Academy). What did you learn there?

Ventura: That’s a fascinating little digression. We got out into the world and started doing this work with corporate clients. We also ended up going to Princeton University, which had reached out to us and asked us to create a curriculum. We taught three semesters there using this framework, this applied empathy process. One day the phone rang, and it said West Point on the caller ID. I answered the phone, and they said, “We’ve been listening to your podcast; we’ve been hearing the work you’ve been doing, and we would love you to invite you up to talk with us.”

I thought that was going to be the toughest room I was ever going to be in. I thought that these were going to be the skeptics of the skeptics. I walked in and I started talking about what we do, and heads were nodding, people were leaning in and taking notes, and they were asking smart questions. In the end, I went over to one of the generals and said, “I stand corrected. I thought this was going to be a really tough room.” He said, “The misconception with us is that we are very closed-minded. But we are a leadership development academy, and we are dedicated to creating lifelong learners here. This is something we are voraciously consuming as a topic right now, so this is a good place to be.”

Knowledge@Wharton: You also talk about empathy being a driver for growth and for innovation.

Ventura: Like innovation, empathy makes things harder before it makes things easier because it requires patience and re-commitment. One of the things that we’ve seen a lot in organizations is that they are committed to innovation when it happens quickly. But when innovation takes more than two quarters to turn a profit, they start second guessing.

We’ve got to keep writing checks for this? We’ve got to keep doubling down on this? Much like empathy, innovation does need this double-down mentality where we’re going to keep going for it because it will pay dividends. It just may take a while to re-orient ourselves towards that mindset before it starts to tick the meter in the right direction.

Knowledge@Wharton: In your book, you write that there are different facets of empathy: the sage, the inquirer, the convener, the alchemist, the confidante, the seeker and the cultivator. Can you take us through a couple of those?

Ventura: We created these archetypes as a way to understand how to put yourself into different ways of being empathic and gathering information. Thinking about it [personally], the convener is one archetype that I naturally tend towards. The convener’s behavior is to host. They know how to create an environment where people feel comfortable sharing, and in so doing they learn a lot about those folks. Think about a focus group, for instance. You create a focus group environment where people are comfortable and willing to share, and you are ultimately able to get more information out of them and understand them better.

The biggest shortcoming of an organization without empathy in its DNA is that it starts to become very myopic, it starts to become very ivory tower.”

The alchemist’s behavior is to experiment, to prototype, to fail fast. Not my natural DNA. One of our clients that we have worked with over the years is Google’s Creative Lab, which is designed as an alchemist’s shop. They tell you on the first day, “We don’t want PowerPoints; we don’t want presentations. We want you to come in and show us what you prototyped, how it broke, what you learned from it, and where we are going next.”

In working with them, I had to get myself into a mindset where I could be a little more inclined towards being an alchemist and a little less inclined towards being a convener. These archetypes have been designed to help us try on different perspectives and see where our strengths are, see where our weaknesses are. We believe people are all seven, just distributed unequally. Once you know your strengths and your weaknesses, you can adjust accordingly.

Knowledge@Wharton: Do startups tend to fall in that alchemist category?

Ventura: Yes, I think they do. There is a tendency with them to make sure what they are doing is innovating within a category. They are always trying to be the game-changer or the shifter of perspective. But what’s interesting with startups is they often have a culture of “design by committee” early on because it’s three or four co-founders. They all believe in the same thing and sit around a room, so there is this behavior of real perspective-taking from each other early on. But when those companies grow at scale and exponentially shift from five people to 50 people to 500 people over the span of maybe 12 months, that culture doesn’t change. They still try to perspective-take to that degree.

One of the things we have done in working with startups is have them begin to understand that too much bottom-up feedback is going to slow you down. Too much top-down dictatorial behavior is going to [cause you to] lose your original culture. So, where on that slider do we need to plug ourselves into for the best outcomes of the business?

Knowledge@Wharton: Are you saying there is a negative side to empathy?

Ventura: I think the biggest shortcoming of an organization without empathy in its DNA is that it starts to become very myopic, it starts to become very ivory tower. For a while, that might be OK.

One of the cases I talk about in the book is the growth and massive heyday of Polaroid. They were living in a world where instant film was all there would ever be. Innovation had been happening off to the side, and people were saying, “Hey, we should pay attention to this thing called digital.” But the film business was so gangbusters at that point that there wasn’t really as much of an [incentive] to pay attention to it. Lo and behold, that led to their demise.

“When you start to become aware of how to … train the empathy muscle, you start to discover how your biases have perhaps held you back as a leader.”

Knowledge@Wharton: Kodak as well, correct?

Ventura: Yeah, exactly. They invented the first personal computer but were too busy running lease deals on photocopiers to pay attention to it.

Knowledge@Wharton: One of the firms that you have worked with in the past is eyewear website Warby Parker. What role did empathy play in their operation?

Ventura: If you think about the pre-Warby Parker era, going to get glasses was tantamount to getting your teeth cleaned. It wasn’t a great experience for anybody. We got a call from Neil Blumenthal, who is one of their founders, while [he and the other founders] were in their final year at Wharton…. He said, “Hey we’re thinking about doing this thing that’s going to be very disruptive in the eyewear category, and we want to sit down and talk with you guys.”

Our work early on with them was really talking about how their brand would show up at retail because their notion was they would never do brick-and-mortar. One of the first things they said was, “While we think that this is the right road to [go down], we can’t get caught unprepared for brick-and-mortar should that time come.”

Some of the early work we did with them was thinking about how we would take a really efficient and seamless online experience and translate that to a physical, real-world environment without losing the magic of it. That really came down to empathy. It was about understanding the consumer’s lack of grit in that process and asking, what would make a physical experience the same as digital? Not waiting for someone to take the eyeglasses out of a glass case for you to try them on, to let you just walk in, grab them, put them on, look in a mirror and decide for yourself. Putting the agency in the hands of the consumer.

Knowledge@Wharton: It is incredibly important right now for a company to give the customer the best experience so that they can retain them. It’s all about the relationship, right?

“When you look at organizations that are really nailing it in terms of understanding their consumer, their stock price rises, their employee retention rises.”

Ventura: Exactly. But the tendency with a lot of organizations is to think about those in silos because that is the way they are typically organized inside of the organization. You will have a digital team who thinks about the digital experience, and you will have a retail team who thinks about the retail experience. But consumers don’t say, “I am going to now go be a digital consumer, and later on this afternoon when I leave the building I am going to be a physical, real-world consumer.” They are just a consumer.

We have these false walls that we build inside organizations because it serves hierarchy and it serves reporting structures and it serves growth plans and things like that. But it doesn’t serve integration, it doesn’t serve cross-pollination of ideas, it doesn’t serve the collaboration that is ultimately what makes something work.

Knowledge@Wharton: Is empathy is also a way for companies to look at themselves differently?

Ventura: Absolutely. We have seen that time and again with this work, even looking at our own team. When you start to become aware of how to perspective-take and how to train the empathy muscle, you start to discover how your biases have perhaps held you back as a leader. If you have a tendency to not ask deep questions because you don’t want to get pulled into deep conversations with people, if you kind of just want to make a decision and usher people into action, that is going to limit the level of depth you get to with some of your colleagues. As we work in different ways with these leaders, they come to find that learning how to do this with others helps them learn a lot about themselves.

My hope is that this is the evolution of human-centered design in our world. This is something where we have put the consumer first in some of the best companies in the world. When you look at organizations that are really nailing it in terms of understanding their consumer, their stock price rises, their employee retention rises. All of those key metrics that you want to see are on the rise.

However, we are living in a more eco-systemic world than ever before, where things rely upon each other in a way that is much more dynamic and much more entangled than it was even a decade ago. Our view is that as organizations start to adopt this mindset and this way of thinking, it is going to allow them to not just think about the end consumer or the problem just at hand, but maybe perhaps something slightly adjacent.

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