What do you do if high-paying clients aren't responding to your freelance coaching efforts?

Loosing battle? Here are steps you can take to address the situation and potentially improve client engagement: 1. Review Your Communication Strategy - Check approach, frequency & alignment 2. Assess the Value You Provide - Revisit your coaching sessions content & TG 3. Seek Feedback - Ask for feedback @clients thru Feedback forms 4. Clarify Expectations - Review initial agreements:** Ensure the scope - Check-in meetings -to discuss progress, goals, and any adjustments needed 5. Offer Additional Value - Value-added services offer as bonus 6. Re-evaluate Pricing Strategy & ROI 7. Patience and Persistence Follow up professionally 8. Expand Your Network 9. Evaluate Client fit Product 10. Learning/Professional Development Thank You

To re-engage high-paying clients, follow these principles: re-evaluate value delivery, schedule a check-in, review goals and progress, refocus on client's (ICP) needs, propose tailored strategies, share success stories, and actively problem-solve. Schedule a call or video chat to address communication gaps, revisit goals, and propose adjustments to the coaching approach. Share case studies and problem-solving experiences to reinforce expertise and value proposition. Offer additional resources to keep clients engaged and demonstrate commitment to their success. Remember, communication is key to re-engage clients and improve the coaching engagement.

We are in a fast pace world, l will definitely have a conversation to go over their needs again and see where l am going wrong and make those changes real quick. I am very Agile/ flexible and always changing based on the needs of the client. Letting the client know it’s okay for them to let me know each time their needs changes so l can quickly adapt to it.

Before I can asses anyone's needs I need to have a clear understanding of what I am selling: what is your best skill that you are able to transfer to to others thru coaching? How will you demonstrate that skill in what is essentially a job interview for a high paid temporary position. I have spent a long time talking to clients that want to bring me on to coach a report. The more hard questions I ask, the closer I get to knowing if my skills match their needs. When the potential client and I realize we have a match, then we move forward. This long period of questioning quite often results in me coaching more people. My best skill is getting people to laugh so I am share hard truths. Once they laugh, you can say most anything.

"Initiate an open dialogue by reaching out with personalized communication." As LinkedIn phrases the question I find it misleading. If a client is unhappy, it may well be that you believe the client does not need to be checked in with as how to how you are being received if there are no complaints. I get hired by C and D level executives to turn very good employees and acceptable team leads into great employees and higher level leaders. Once a week I meet with the managers brought me in (1 CEO/Founder and 1 combination VP MIS/CTO). Do not wait until the problem is brought to your attention. Being proactive and accountable while not keeping all bad news away, keeps away most all negative feedback. Of course, surprises happen. Alas.

Reach out and show you care. Ask how you can help them achieve their goals now. Be flexible and open to adjusting your coaching to their current needs. A friendly conversation can rekindle the spark and remind them why they started working with you in the first place.

Too often coaches will be driven-overtly or subconsciously-by the revenues associated with high-paying clients. Offering something valuable to them is generally less about resources, insights, or content, and more about how well you connect with them. Are you still focused on your brand, getting their logo on your website, or how good you'll look helping them solve a problem? They can feel that, and it's a huge turn-off. If you're working with a new or prospective client, it has to be all about THEM. you have to be willing to go in--even during an unpaid or low-paying consultation--focused completely on helping and supporting them. Give them value because you value the relationship. Worry about your fees once you've proven yourself.

As a certified life optimization coach, who has also benefitted from coaching, one thing I found to be very important is making certain that you are offering the utmost value. Are you matching their expectations even with your free offer(s). It’s from the receipt or perception of value that relationships are formed. It then becomes a lot easier to convert these individuals to paying clients. Relationship building can take time, so patience is needed.

Level up your coaching! Add extra value to get them excited again. This could be bonus resources, industry-specific tips, or a personalized action plan. Show them you're going the extra mile to help them succeed.

I am not a life coach. Mostly I am coaching on communication skills in the office. Office politics, when it is not a cut throat environment, is a matter of effective communication. I ask whoever hired me to coach their reports: Question 1, how well do they communicate? Question 2, how open are they to change? Question 3, Why will you hire me? Question 4, What are your expectations? Question 5, What is your time frame? Question 6, Who else in your organization will be impacted by Ms. G and Mr. M. Question 7, Is there a person in the company that is important and has a negative opinion of the coachees? (a common situation). Hard questions generate informative answers or a recognition you have hit an empty spot in their knowledge. Yeah!!

If your first message doesn't land, try something different. Think about how your clients prefer to communicate - email, phone call, or social media? Offer a free follow-up session to discuss their latest challenges.

One of the best way to grow is seeking feedback. I will ask questions to know where l am getting it wrong and ensure the client tells me exactly what they need. And l will quickly welcome and access the changes and implement immediately.

Simple questions here, coupled with genuine curiosity and openness, can yield incredible results. Remember, soliciting and receiving feedback is all about listening. Avoid the urge to explain, justify, or position yourself in any way. This time is about them, and your only job is to listen, ask follow up questions, and create enough psychological safety with the person that they can share what really worked - and what really didn't.

Feedback is a gift. Reach out and ask clients how you can improve your coaching. Understanding their concerns shows you're committed to getting better and can help you win them back.

Seeking feedback from the people I am coaching is one of the truly important lessons I have from my mentor. If you have been hired by Ms. Z to coach Mr. M, then feedback from Ms. Z is crucial. Have you really gotten to why you have been hired. What are your clients real wants. Secrets of high end headhunter follow: When a manager decides to hire you, what do they really want? As the managers that I worked with to provide people came in looking for a new company or a new job I asked them what they really wanted with from a new hire, the answer was almost always the same. Make me look good. That cannot be done if you are not clear on what is to be achieved. If there are no clearly articulated goals, then failure is built in.

If I am not seeking feedback in almost every interaction with whomever I am working with, then what am I doing, guessing? Since I am often hired by C level to coach people reporting to them e.g. team and project leads. If I am not talking to whoever they report to I do not know how well I am doing. Great feedback from someone I am working with is wonderful. If the person that hired me to coach their reports isn't happy with how they am doing, then I am not going to keep that client. Asking questions is a lot of what I do; because I work with smart, highly educated people many of who are really introverted, I have to be careful of boundaries. Your first meeting is all about getting them to talk and then teaching them how to hear.

As I mentioned cursorily earlier, review your value proposition, meaning clarify your message; refine and articulate succinctly what distinguishes you and/or your services from others in the marketplace. High-paying clients seek and pay for value and its associated outcomes. Communicate these clearly and effectively so they understand the advantages they will receive by choosing to work with you

Responding to your coaching efforts? Clients don't respond to your coaching efforts. They apply the effort to, and with... themselves. Check-in with them about why they're having a hard time tapping their own inner strength.

If high-paying clients aren't responding to your freelance coaching efforts, reassess your approach by ensuring your value proposition is clear and tailored to their specific needs. Follow up with personalized messages that highlight how your coaching directly addresses their challenges. Seek feedback to understand their concerns and adjust your strategy accordingly. Additionally, leverage testimonials and case studies to build credibility and demonstrate tangible results. Consistent, value-driven communication can help re-engage these clients and reinforce the benefits of your services.

With a new client, there is about 20 minutes for you to really impress. What the beginning of your relationship requires is teaching them something they do not know that is easy to explain and takes a little team to be integrated. I start with active listening (see my post). It is a challenge to integrate. Obviously we develop rapport with our clients or we do not get to keep them. This is a huge challenge because as a close relationship develops there is a temptation to fix that which we have not been retained to fix. We are business coaches at any level then the line between coaching and therapy blurs a little. In longer term relationships it gets ,ore blurry. Be a great coach, not an untrained therapist.