The Coaching Crowd® Podcast with Jo Wheatley & Zoe Hawkins

Jo Wheatley and Zoe Hawkins
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The Coaching Crowd® Podcast is a weekly podcast for compassionate, courageous leaders, HR professionals and high achievers who are passionate about helping others to find alignment in their lives through coaching, and who are thinking of training and developing as a coach. Hosted by Zoe Hawkins and Jo Wheatley, Founders of Global Coaching Training Company "In Good Company", based in the UK, (https://www.igcompany.com). Zoe and Jo are Master Accredited, Award Winning and Multi Award Nominated coaches, coach trainers and coach supervisors. They are authors of the best selling book 'Deciding to Coach: The Mindset & Business Strategy For Aspiring Coaches'. Each episode focuses on a different element of what it is to be a coach and you'll listen in as Zoe and Jo discuss the topic through different lenses. You'll discover practical tools and resources you need to support your coaching as you learn all about becoming a qualified and certified coach. This podcast is a go-to resource for learning more about coaching and the mindset needed to be a world class coach. You'll learn how to enable clients to truly know who they are, what their hearts call for and how to understand their values, beliefs and unconscious needs. Coaching goes beyond professional success and personal fulfilment and focuses on supporting everyday mental health. As you learn more about coaching, you learn to coach yourself. You are In Good Company with The Coaching Crowd®. In Good Company offers accredited coaching qualifications for individuals and organisations around the world, as well as ground breaking accredited CPD for coaches such as the trade marked Emotions Coaching Practitioner Training. You can join our courses and learn more about our communities here www.igcompany.co.uk and take our free quiz to find out which coaching course is right for you www.mycoachingcourse.com.

  1. 10h ago

    Coach the Person not the Problem

    What if the problem your client brings to coaching is not actually the thing that needs coaching? In this episode, we explore what it really means to coach the person rather than becoming absorbed by the presenting issue. A client might arrive wanting help with time management, delegation, boundaries or another practical challenge, but if the solution were purely about strategies and actions, there is a good chance they would already have found one. This is where our curiosity as coaches needs to go deeper. We explore the difference between transactional and transformational coaching, looking beyond the symptom towards the beliefs, values, identity, attitudes and patterns that may be shaping the client's experience. Using delegation as an example, we consider how a practical problem might actually be connected to fear of failure, responsibility, confidence, relationships at work or even a deeper misalignment between somebody's values and the life or career they are pursuing. We also reflect on why coaches can become pulled towards solving problems. When a conversation feels stuck, offering ideas or moving rapidly towards actions can create an immediate sense of progress for both coach and client. Yet sustainable coaching is about developing the client's own resourcefulness rather than creating a cycle where they return with another problem to be fixed. There is still a place for actions and accountability, but they can become far more powerful once the person has developed greater insight into what is happening underneath the problem. Ultimately, person-centred coaching is not about helping somebody create a life without challenges. It is about helping them develop a different relationship with themselves and the challenges they encounter. For us as coaches, that means noticing the internal pull towards solving and replacing the question, "How can I solve this with them?" with greater curiosity about who the client is, what they are learning and who they are becoming through the experience. Timestamps 00:07 Coaching the person, not the problem 00:39 Looking beyond the presenting issue 01:29 Symptoms versus underlying causes 03:13 Transactional and transformational coaching 04:50 Why the problem still matters 05:51 The delegation example 07:02 When action becomes a sticking plaster 09:26 Identifying patterns in a client's experience 11:40 When the problem is not really the problem 13:41 Avoiding dependency and the fix-it mentality 15:29 When practical problem coaching has a place 17:10 Developing a different relationship with problems 19:12 How to recognise what you are coaching 21:36 Moving from solving to curiosity 22:08 Final reflections on person-centred coaching Key Lessons Learned The presenting problem is often a surface expression of something deeper. Values, beliefs, mindset and identity can influence why a particular situation becomes a problem for one person and not another. Transactional coaching can support action, but transformational coaching can create more sustainable change. Practical questions become more useful after deeper barriers have been explored. Moving too quickly towards solutions can lead coaches towards advising, suggesting or guiding. Person-centred coaching helps clients build their own capability and reduces dependency on the coach. Coaches need to notice their own desire to solve, especially when they recognise the client's problem from personal experience. Great coaching can shift the focus from removing problems to helping clients become more resourceful in how they relate to them. SEO Keywords coach the person not the problem, person-centred coaching, transformational coaching, transactional coaching, coaching skills, coaching techniques, coaching clients, professional coaching, coaching questions, client resourcefulness, coaching development, coach training Links & Resources My Coaching Course: www.mycoachingcourse.com

    Coach the Person not the Problem

  2. Aug 10

    Coaching and Client Results

    What happens when a client does not achieve the results they expected from coaching, and how much responsibility should the coach carry? Clients invest time, money, trust and emotional energy into coaching because they want something to change. Yet there is an important contradiction at the heart of coaching: clients seek results, but coaches cannot guarantee them. In this episode, we explore where responsibility for coaching outcomes really sits. As coaches, we are responsible for the quality of the coaching process, the relationship we create and the skills we bring. The client remains responsible for their choices, actions and engagement with that process. We discuss why client readiness, willingness and capacity matter, and how chemistry conversations can help us establish whether a coaching relationship is the right match. We also explore the importance of defining a realistic coaching goal, particularly when the outcome depends on decisions made by other people, such as receiving a promotion or securing a new role. During our conversation, we reflect on what can happen when a coach becomes overly attached to the client's progress. We may begin working harder than the client, offering advice, trying to rescue them or steering the conversation towards the outcome we want for them. This can diminish our curiosity, weaken the coaching relationship and contribute to coach burnout. Client results are not always immediate or easy to measure. Sometimes the most meaningful outcomes are internal: trusting yourself again, stepping away from people pleasing or recognising that a role no longer aligns with your values. These changes may not have been part of the original goal, but they can still represent significant progress. Ultimately, effective coaching is a partnership. We cannot control the client's results, but we can create the conditions in which meaningful change becomes possible. Timestamps: 00:00 Introduction to coaching and client results 00:41 The contradiction between selling and guaranteeing results 02:47 Time, money, trust and emotional investment 05:02 Preparing clients to engage fully in coaching 06:06 Choosing clients who are the right match 08:08 Clarifying realistic coaching goals 10:23 Recognising unexpected and less visible results 11:27 Reframing outcomes outside the client's control 13:25 The risks of carrying responsibility for client progress 15:49 Ego, pride and the fear of not being good enough 17:09 Sharing client results ethically through stories and testimonials 17:42 Helping clients maximise the value of coaching 20:50 How high-quality coach training supports better outcomes Key Lessons Learned: Coaches are responsible for facilitating a high-quality coaching process, while clients retain ownership of their choices and actions. Readiness, willingness and capacity are important indicators of whether a client is positioned to benefit from coaching. Clear contracting helps clients understand what coaching requires and where responsibility sits. Coaching goals should focus on elements the client can influence, rather than outcomes controlled by other people. Regular progress reviews are more effective than waiting until the final session to evaluate results. Meaningful coaching outcomes may be internal, gradual or different from the client's original goal. Becoming overly attached to results can lead coaches to rescue, advise or work harder than their clients. Coach supervision provides a valuable space to explore pressure, fear, ego and concerns about client progress. Testimonials and client stories can communicate the possibilities of coaching without claiming ownership of the client's achievements. High-quality coach training enables practitioners to challenge patterns, explore obstacles and create stronger conditions for change. Keywords: Coaching and client results, coaching outcomes, Client progress in coaching, Coaching goals, Coaching relationship, Coach responsibility, Client responsibility, Coaching supervision, Ethical coaching practice, Coach burnout, Effective coaching, Coach training, Client readiness, Coaching accountability, Professional coaching skills, Links and Resources: Coaching course information: mycoachingcourse.com

  3. Aug 3

    Ten Questions to Open Coaching Conversations

    What becomes possible when the first question in a coaching session helps a client arrive more fully? The way we open a coaching conversation matters because it can shape where a client places their attention, how present they become and what they feel able to explore. Yet it is easy to fall into familiar habits and rely on the same dependable opener without considering whether it is right for the person sitting in front of us. In this episode, we explore a collection of powerful coaching questions designed to create greater focus, depth and possibility. Some help clients sort through competing priorities, while others connect them with what feels most alive, what they need to leave outside the room or where courage might take the conversation. We also consider how a coach can listen beyond the words, noticing shifts in energy, emotion, hesitation and body language. We discuss questions that support progress when a client feels overwhelmed, as well as those that make space for uncertainty, unfinished business or challenges they have been trying to resolve alone. Questions such as "What part of you most needs a voice today?" and "What have we not explored yet together?" can help clients reconnect with overlooked parts of themselves and open areas they may now feel ready to discuss. We also explore how to strengthen the coaching alliance by asking what the client needs from us in that moment, whether that is challenge, compassion, silence or help slowing down. These questions are not intended to be used mechanically. Our hope is that this episode helps you expand your coaching toolbox, move beyond habitual openers and choose questions that reflect the client, the purpose of the session and how they are arriving that day. Coaching Questions Explored: Of everything that is competing for your attention right now, what feels most important for our conversation today? What feels most alive for you today? Before we begin today, what do you need to leave outside the room so you can be fully present here? If we were courageous today, where might this conversation take us? If you could make progress on one thing today, where would we focus our conversation? What feels uncertain, unfinished or unresolved at the moment? What have you been trying to resolve yourself that remains unresolved? What is unresolved that you have been working on alone? What part of you most needs a voice today? What have we not explored yet together that would be helpful for you? What would you like me to be particularly mindful of as your coach today? What is possible for you here today? What conversation have you been avoiding with yourself or someone else? Timestamps: 00:01 Why the opening question matters 01:47 Moving beyond habitual coaching openers 02:24 Sorting through competing priorities 03:22 What feels most alive today? 05:15 Leaving distractions outside the room 06:48 Inviting courage and vulnerability 08:29 Focusing on progress and momentum 09:43 Welcoming uncertainty and unfinished business 11:22 What has the client been resolving alone? 12:10 Giving different parts of the client a voice 14:10 Exploring what has not been discussed yet 15:04 The power of possibility 15:42 What should the coach be mindful of? 18:07 Holding silence and strengthening the coaching alliance 19:38 What is possible today? 20:31 The conversation the client may be avoiding 22:51 Choosing questions that support the coaching goal 23:56 Finding the right coach training programme Key Lessons Learned: The first question in a coaching session can shape the tone, direction and depth of the entire conversation. Using the same opening question with every client can create stale coaching patterns. A client's energy, hesitation, emotion and body language can provide as much information as their spoken answer. Some clients need help sorting through competing priorities before they can identify a meaningful focus. Coaching questions can invite courage and vulnerability without assuming the client already feels courageous. Progress-focused questions can help overwhelmed clients move away from broad goals and towards achievable momentum. Acknowledging uncertainty and unfinished business can help clients feel understood before attempting to create solutions. Asking what a client has been handling alone can surface opportunities for support, connection and shared exploration. Questions about different parts of the self can help clients reconnect with voices that have become quiet or overlooked. Asking the client what they need from the coach strengthens the coaching alliance and supports effective re-contracting. Powerful opening questions should remain connected to the client's wider coaching goals and the purpose of the session. Coaches should ask questions with genuine curiosity rather than delivering them as scripted coaching techniques. Keywords: coaching conversations, coaching questions, opening coaching questions, powerful coaching questions, coaching session questions, coaching skills, coaching toolbox, coaching presence, coaching alliance, psychological safety in coaching, coach and client relationship, professional coach training, client self-awareness, coaching session openers, how to start a coaching conversation, Links and Resources: https://mycoachingcourse.com

  4. Jul 27

    Coaching as a Retirement Strategy

    What if retirement was not the end of your working life, but the beginning of a more meaningful way to contribute? Retirement planning often focuses on pensions, savings and when we can afford to stop working, but it also raises important questions about purpose, identity, connection and how we want to use the experience we have built throughout our careers. In this episode, we explore coaching as a retirement strategy and how it can create a gradual, purposeful transition into the next chapter of life. Many experienced leaders and professionals are not ready to stop contributing. Instead, they want greater flexibility, autonomy and the opportunity to use their knowledge in work that feels personally meaningful. Coaching can provide a bridge between full-time employment and retirement, but it takes time to build. Completing a rigorous coaching qualification, developing confidence, gaining experience and creating a trusted network can take several years. Starting early allows people to shape a retirement that feels exciting and sustainable, while creating the option of additional income through flexible, low-cost work. Coaching can also form part of a wider portfolio that includes mentoring, consultancy, board advisory work, facilitation, training or volunteering. It offers a way to continue helping others grow, remain connected to a professional community and contribute on your own terms. Ultimately, coaching as a retirement strategy is about creating more choice, purpose and possibility for the future. Timestamps: 00:00 Welcome and episode introduction 00:07 Why coaching can support retirement planning 01:37 Designing the next chapter of your career 03:59 Avoiding the retirement cliff edge 04:28 Coaching as purpose, income and insurance 06:51 Building experience, a niche and referral networks 07:22 When learning and helping others are your hobbies 09:43 Coaching as a vehicle for meaningful impact 10:35 Creating a portfolio retirement strategy 12:58 Connection, community and wellbeing after work 14:11 Giving back through coaching and volunteering 16:37 Creating options for an uncertain future 18:30 Coaching course quiz and next steps Key Lessons Learned: Retirement planning should include purpose, identity, wellbeing and connection, as well as financial preparation. Coaching can create a gradual transition from full-time employment into more flexible and meaningful work. Starting coach training several years before retirement provides time to qualify, practise and build professional credibility. A clear coaching niche is often built around the experience, expertise and interests developed during a previous career. Existing professional relationships can become valuable referral routes when building a coaching practice. Coaching can provide an additional retirement income without the overheads associated with many other businesses. A retirement coaching practice does not need to be entirely commercial. Coaching skills can also be used within mentoring, volunteering and community work. Coaching can complement consultancy, facilitation, training, board advisory work and speaking as part of a portfolio career. Professional supervision and coaching networks can provide valuable connection and support after leaving employment. The objective is not to predict every detail of retirement. It is to create enough options to respond confidently as life changes. Keywords: coaching as a retirement strategy, retirement planning, purposeful retirement, coaching qualification, becoming a coach, retirement career options, portfolio retirement, portfolio career, executive coaching, career transition, coaching business, flexible retirement income, meaningful work after retirement, professional coaching accreditation, retirement wellbeing, coaching after a leadership career, planning for retirement, second career after retirement, Links and Resources: Coaching course quiz: www.mycachingcourse.com Book a call: www.igcompany.com/ILMcall

  5. Jul 20

    How Quickly can I Train as a Coach?

    How quickly can you train as a coach without compromising the quality, depth and credibility of your learning? It is one of the questions we are asked most often by people considering coach training. On the surface, it sounds like a practical question about dates and deadlines. Underneath it, there is often a much bigger story. Many people have been thinking about becoming a coach for several years. They have researched courses, imagined a different career and questioned whether coaching could become part of their future. By the time they finally decide to take action, they are ready to begin immediately. We understand that feeling. Zoe reflects on how she can spend a long time thinking through a decision, yet once she has made it, she wants everything to happen straight away. Jo shares a different perspective. When she trained as a coach, she wanted a rigorous and challenging programme that gave her enough time to absorb the experience and grow through it. In this episode, we explore the different routes available for becoming a qualified coach and explain how long each coaching qualification can take. For someone seeking foundational coaching skills, an ILM Level 3 Certificate in Coaching can potentially be completed in as little as three months. It provides a recognised coaching qualification and can be a strong route for people who want to introduce coaching into an existing role, develop their communication skills or explore coaching before committing to a deeper programme. The Level 3 route can also work well for professionals who already support people in another capacity. This could include counsellors, teachers, nurses, physiotherapists, driving instructors or practitioners working in wellbeing and personal development. They may already have considerable experience working with people and want to add a structured coaching approach to their existing skills. For those wanting to become an independent coach and support clients through more complex personal or professional change, an ILM Level 5 or Level 7 coaching qualification may be more appropriate. These programmes offer a deeper, highly experiential coach training experience. Learners are coached regularly, practise their coaching skills throughout the programme and work with a larger number of practice clients. The training explores areas such as mindset, identity, beliefs, values, emotions and sustainable behavioural change. The fastest completion time for the Level 5 programme has been around nine months, while the Level 7 programme has been completed in approximately twelve months. More commonly, learners complete Level 5 in around twelve to eighteen months and Level 7 in approximately sixteen months to two years. The length of coach training depends on several factors. The format of the programme matters, as weekly evening sessions will create a different timeline from intensive full-day training. The availability of practice clients also plays a part, along with how many coaching relationships a learner feels able to manage alongside work, family and other commitments. There is flexibility within the process. Learners generally have up to three years to complete their qualification, and additional support may be available when unexpected life events affect their progress. The aim is not to force every learner through the same timeline, but to provide a pathway that allows them to complete their coaching qualification in a sustainable way. We also discuss an important misconception: you do not necessarily need to wait until every assignment has been completed before beginning to develop your coaching business. While learners are building their coaching hours, they can start exploring their message, audience, services, branding and pricing. Practice clients may ask to continue working together or recommend the coach to someone else. With the right insurance, ethical boundaries and transparency about where they are in their training, learners may begin taking paid clients during their qualification. The real question is therefore not only, "How quickly can I train as a coach?" It is also: What type of coaching do I want to offer? How deeply do I want to develop my skills? What learning environment will help me thrive? How can I begin creating my future while I am still training? Speed matters, particularly when you feel ready for change. However, choosing the fastest coaching course is not always the best strategic decision. The right programme should reflect the type of coach you want to become and the clients you hope to support. One of the most interesting things we see is that people often begin their training eager to qualify quickly. Once they are immersed in the programme, meeting other coaches and experiencing their own personal development, many of them no longer want to rush. Coach training can become far more than a professional qualification. It can reshape how you listen, communicate, lead, think and relate to the people around you. You can begin training as a coach as soon as you make the decision and enrol. The length of the journey will depend on the route you choose, but the learning and transformation can begin from day one. Timestamps 00:00 How quickly can you qualify as a coach? 00:54 Balancing speed, credibility and depth 02:13 Why people delay the decision and then want to move quickly 03:36 The ILM Level 3 coaching qualification 05:41 Practice clients, supervision and flexible learning 08:04 The deeper experience of Level 5 and Level 7 training 08:52 Typical completion times for each qualification 11:14 Building coaching hours around work and family 11:48 Extensions, unexpected life events and learner support 13:02 Building a coaching business while training 15:26 Why shortening the timeline should not reduce quality 15:37 How coach training begins from the moment you enrol 17:51 Personal transformation during coach training 19:22 Choosing the right coaching qualification for your goals Key Lessons Learned An ILM Level 3 Certificate in Coaching can potentially be completed in around three months. Level 3 training is well suited to people seeking foundational coaching skills or adding coaching to an existing profession. Learners wanting to offer transformational coaching as an independent practitioner may benefit from a Level 5 or Level 7 qualification. A Level 5 qualification commonly takes around twelve to eighteen months, while Level 7 may take approximately sixteen months to two years. Course format, personal capacity and the availability of practice clients can significantly affect the completion timeline. Coach training should be selected according to the type of coaching you want to offer, rather than speed alone. Learners can begin developing their coaching business, services and positioning while completing their qualification. Ethical practice, appropriate insurance and transparency are essential when beginning to work with paying clients during training. A coaching qualification can create personal transformation as well as professional development. Many learners begin wanting to qualify quickly but later value having more time to absorb and enjoy the experience.   Keywords: how quickly can I train as a coach, how long does it take to become a coach, coach training, coaching qualification, become a qualified coach, coaching certification UK, accredited coaching course, ILM Level 3 coaching, ILM Level 5 coaching, ILM Level 7 coaching, transformational coaching, professional coach training, start a coaching business, coaching practice clients, online coaching qualification,

  6. Jul 13

    How is Executive Coaching Different?

    What changes when the person being coached is responsible not only for their own performance, but also for the direction, culture and future of an entire organisation? Executive coaching uses the same core coaching competencies as other forms of coaching, but the context is often more complex. Senior leaders may be navigating organisational change, board relationships, stakeholder pressures and strategic decisions while also experiencing uncertainty, reduced confidence or questions about their future. This is why executive coaching often becomes a whole-person experience. Senior leaders have few places where they can speak honestly without being expected to already have the answers. Coaching offers a confidential space to slow down, reflect and explore how leadership responsibilities are affecting identity, wellbeing, relationships and sense of purpose. It can also involve a three-way relationship between the coach, the client and the sponsoring organisation, requiring clear agreements around confidentiality, objectives and outcomes. Executive clients are often highly capable action takers, so coaching is not always about creating another action plan. Progress may come through challenging assumptions, separating facts from interpretations and identifying the patterns shaping how a leader thinks, communicates and responds under pressure. The coach may move between coaching, mentoring and acting as a thought partner, while continuing to support the client's own thinking and decision-making. In this episode, we also explore ambiguity, burnout, organisational systems and the knowledge that can support coaches working at this level, including leadership psychology, group dynamics, power and authority. We discuss how the ILM Level 7 qualification can prepare coaches to work not only with chief executives and board directors, but also with senior leaders responsible for significant teams, budgets and organisational outcomes. Executive coaching may take place at the highest levels of an organisation, but at its heart it remains deeply human. Timestamps: 00:01 Welcome and episode introduction 00:55 The similarities and differences in executive coaching 01:30 Moving beyond performance metrics and strategy 03:14 Why executive coaching requires a whole-person approach 04:00 Who executive coaching is for 04:35 Organisational change, politics and stakeholder dynamics 06:17 Self-worth and identity outside the organisation 06:54 How leadership changes can surface insecurity 08:00 Becoming a thinking partner for senior leaders 09:22 Why executives may not need traditional accountability 09:51 Coaching the individual within the wider system 11:39 Identity, influence and leadership agency 12:20 The ripple effect of coaching across teams 13:31 Moving between coaching, mentoring and thought partnership 15:50 Three-way contracting and organisational sponsorship 17:51 Why executive coaching engagements are often longer 20:09 Ambiguity, paradoxes and complex decision-making 22:21 The human reality behind executive leadership 23:35 Burnout, reflection and constructive challenge 25:00 Leadership psychology, systems and group dynamics 27:03 Why executive coaching can be so rewarding 27:40 Who the ILM Level 7 qualification can prepare you to coach 29:00 Finding the right coaching qualification Key Lessons Learned: The core coaching competencies remain the same, but executive coaching takes place within a more complex organisational context. Executive coaching often focuses on the whole person because leadership responsibilities affect identity, confidence, wellbeing and relationships. Senior leaders frequently need a confidential thinking space more than they need another action plan. Executive coaches must be able to move between the individual client's experience and the wider organisational system. Three-way contracting requires clear agreements around confidentiality, objectives, reporting and the expectations of the sponsoring organisation. Executive clients often bring challenges involving ambiguity, competing priorities, political dynamics and decisions with far-reaching consequences. Constructive challenge can help leaders identify assumptions, explore alternative perspectives and develop greater flexibility in their thinking. A coach does not need to be an expert in the client's technical field, but knowledge of leadership psychology, group dynamics and organisational systems can strengthen the coaching relationship. Executive coaching can create a ripple effect because leaders often take ideas and insights from coaching back into their teams. Executive coaching is not limited to chief executives. It can include anyone with significant responsibility for people, budgets and organisational outcomes. Keywords: executive coaching, executive coach, leadership coaching, senior leadership coaching, executive coaching qualifications, ILM Level 7 coaching, coaching senior leaders, organisational coaching, leadership development, executive presence, systems thinking in coaching, three-way coaching contract, coaching in organisations, leadership identity, coaching organisational change, executive wellbeing, coaching and burnout, coaching skills for leaders, transformational coaching, coaching qualifications, Links and Resources: Find the right coaching course quiz: www.mycoachingcourse.com Book a call about the ILM coaching courses: www.igcompany.com/ILMCall

  7. Jul 6

    How to Coach Boundaries

    What happens when a coaching client does not realise that the frustration, resentment or overwhelm they are carrying is actually pointing towards a boundary that has been crossed? In this episode of The Coaching Crowd Podcast, we explore how to coach boundaries in a way that feels practical, ethical and deeply human. Boundaries can sound simple on the surface, but in coaching conversations they often reveal something much more complex. They connect to values, relationships, communication, emotions, beliefs, burnout, people pleasing and the way clients understand their own needs. We begin by reflecting on what boundaries really are. We describe them as the guidelines that help other people understand how to be in relationship with us. They communicate what we are comfortable with, what we are not comfortable with, how we want to be treated and what matters to us. Yet many of us rarely define our boundaries clearly, even for ourselves. Throughout the conversation, we explore why boundaries show up so often in coaching. A client may come to a session saying their manager keeps giving them unrealistic deadlines, or that a friend, partner or family member is asking too much of them. They may not use the word boundaries at all. Instead, they may talk about feeling angry, resentful, exhausted, overwhelmed or close to burnout. As coaches, these emotional cues can help us gently notice where a boundary may have been crossed. We also discuss the different types of boundaries that may be relevant in coaching. These include communication boundaries, emotional boundaries, time boundaries, physical boundaries, energetic boundaries and professional boundaries. Breaking boundaries down in this way can help clients move away from a broad, abstract concept and begin to understand what is actually happening in their day to day lives. A central theme in this episode is the idea of a boundary audit. What boundaries does the client know they have? Which boundaries have they never consciously established? Who knows about those boundaries? So much conflict and confusion can arise because boundaries are assumed rather than communicated. We may expect others to behave as we would, only to feel hurt or frustrated when they do not. We also explore the reality that setting a boundary can create change in a relationship. If a client has always been available after work, always said yes, or always taken responsibility for other people's needs, then communicating a new boundary may come with a cost or consequence. Coaching can provide the safe space needed to explore those consequences, prepare for them and understand what support the client may need. Another important part of the conversation is the difference between boundaries and control. A boundary is something we set for ourselves. It clarifies what we will allow, what we will not allow and what action we may take if that boundary is crossed. Control, on the other hand, is about trying to dictate what another person must do. Helping clients understand this distinction can be powerful, especially when they are navigating complex relationships or workplace expectations. We also talk about permeable boundaries. Some boundaries are firm, while others may be more flexible depending on the situation. For example, a client may have a boundary around not working in the evening, but occasionally choose to respond to something because it feels right in that moment. This can be useful, but it can also create confusion or drift. Coaching can help clients explore whether they are acting from choice, pressure, fear or habit. Towards the end of the episode, we share coaching questions that can support boundary exploration. Questions such as "What boundary are you currently avoiding?", "What are you protecting?" and "What would be the hardest boundary for you to enforce?" can help clients connect with what they need. We also explore the use of metaphor and visual thinking, helping clients imagine boundaries as walls, screens, dotted lines, protective bubbles or something entirely personal to them. This episode is a reminder that coaching boundaries is rarely about giving clients a script for saying no. It is about helping them understand their values, recognise their emotional signals, explore their beliefs, process the discomfort and build the confidence to uphold what matters to them. Healthy boundaries create clarity, safety and more sustainable relationships, both personally and professionally. Timestamps 00:00 | Introduction to coaching boundaries 00:06 | Why boundaries are showing up in coaching conversations 00:24 | What do we mean by boundaries? 01:34 | Defining boundaries for ourselves 02:10 | How to recognise when a boundary has been crossed 03:41 | Communication preferences and boundary breaches 04:45 | Different types of boundaries 06:40 | Using a wheel of life style approach for boundaries 07:23 | The idea of a boundary audit 08:40 | How assumed boundaries create confusion 09:42 | Communicating boundaries in relationships 10:30 | The cost and consequence of creating a new boundary 11:19 | Signs a client may need stronger boundaries 12:20 | Boundaries, people pleasing and burnout 13:38 | Values, needs and emotional reactions 14:25 | Temporary, flexible and permeable boundaries 15:57 | How permeable boundaries can create confusion 17:28 | The risk of boundary drift 18:20 | Boundaries versus control 19:20 | Upholding boundaries and managing consequences 20:13 | Beliefs that make boundaries difficult 21:55 | Shame, difficulty and emotional safety 22:43 | Coaching questions for boundary exploration 23:28 | Exploring hard and achievable boundaries 24:57 | Using metaphor and visual coaching tools 26:57 | Emotions Coaching Practitioner training Key Lessons Learned: Boundaries are guidelines that help people understand how to be in relationship with us. Clients may not name boundaries directly. They may present with resentment, anger, overwhelm, burnout or people pleasing. A boundary audit can help clients identify which boundaries they already have, which ones they have not communicated and where confusion is arising. Boundaries are often linked to values. When a value or need is not honoured, the client may experience a strong emotional reaction. Healthy boundaries create clarity and safety, rather than pushing people away. Permeable boundaries can be useful, but they can also create confusion if the client is not clear on when and why they flex them. Coaching around boundaries often involves exploring cost, consequence, beliefs and emotional discomfort. Boundaries are not the same as control. A boundary is about what the client will allow or choose, not about forcing another person to behave differently. Clients may feel shame when they struggle to uphold a boundary, so coaches need to create a safe and non judgemental space. Visual metaphors can help clients explore boundaries in a more embodied and creative way. Keywords: How to coach boundaries, Coaching boundaries, Boundary coaching, Healthy boundaries, Emotional boundaries, Professional boundaries, Communication boundaries, Time boundaries, People pleasing and boundaries, Coaching questions for boundaries, Values and boundaries, Boundaries versus, control, Emotions coaching, Coaching clients with overwhelm, Coaching burnout, Coaching emotional wellbeing, Links and Resources: Emotions Coaching Practitioner Training: https://igcompany.com/emotions-coaching

  8. Jun 29

    How To Find Coaching Clients

    What if finding coaching clients is not the biggest barrier to becoming a coach, but one of the most powerful parts of the learning process? In this episode of the podcast, we explore one of the most common questions we hear from people who are training to become coaches, thinking about starting a coaching qualification, or wondering how they will complete their coaching practice hours: where do I find coaching clients? We know this question can bring up a lot of anxiety. Before someone begins a coaching qualification, it can feel as though finding clients will be the hardest part. There may be worries about asking people, not knowing where to look, feeling visible online, or wondering whether anyone will actually want coaching from someone still in training. Yet, in our experience, this fear rarely becomes the reality. Throughout the episode, we talk through the practical numbers first. For a Level 3 coaching certificate, you may need two clients. For a Level 5 coaching diploma, you may need around six clients. For a Level 7 senior and executive coaching qualification, you may need around eight clients. When we put it like that, the process begins to feel much more manageable. It is not about finding dozens of people. It is about finding the right people, creating a strong enough pool, and being prepared for the fact that some clients may not complete all their sessions. We also reflect on how powerful your existing network can be. Your cohort, friends, colleagues, workplace, LinkedIn connections, Facebook groups, local community groups, professional networks and voluntary organisations can all become potential places to find coaching clients. The key is not to hide your coaching journey. It is to share it from the beginning, allow people to follow your development, and then clearly invite the right people to come forward when you are ready to begin coaching. A big part of the conversation is about confidence and specificity. If you are looking for coaching clients, it helps to explain who you want to support and what kind of coaching opportunity you are offering. For example, if you are training at senior or executive level, you might want to coach leaders who are new in role, navigating change, or developing confidence in leadership. When people can see themselves in your invitation, they are much more likely to reach out. We also speak about the value of using your workplace, not only as a source of clients but as a way of bringing coaching skills back into your organisation. Even if you are funding your own coaching qualification, your employer may still benefit from your development. Coaching is a leadership skill, and offering coaching across different teams can create a genuine win for both you and the organisation. The episode also opens up the idea that coaching clients can be found in places that matter to you personally. Local charities, hospices, GP surgeries, animal shelters, community groups, business networks and professional associations may all include people who would deeply value the opportunity to experience coaching. This is where finding clients becomes more than a qualification requirement. It becomes part of stepping into the identity of being a coach. What we came back to again and again is that finding coaching clients is about being visible, asking clearly, asking more than once, and being willing to move beyond your comfort zone. There are opportunities for coaching everywhere. The task is to notice them, speak about what you are offering, and trust that people are often far more open to coaching than you might expect. For anyone training to become a coach, this episode is a grounded reminder that you are not on your own. You have networks, cohorts, communities and resources around you. Finding clients does not need to be the reason you hold back from coaching training. It can become one of the first real steps into practising, learning and becoming the coach you are developing into. Timestamps 00:00: Introduction to finding coaching clients We introduce the episode and the common concern many trainee coaches have about finding practice clients. 00:58: How many coaching clients do you need? We break down the coaching practice requirements for Level 3, Level 5 and Level 7 coaching qualifications. 02:00: Why you may need extra clients We explain why it is helpful to have additional potential clients in case someone cannot complete all sessions. 02:30: Using your coaching cohort We explore how cohort swaps and referrals can help trainee coaches find suitable practice clients. 03:00: Sharing your coaching journey We discuss why sharing your learning from day one can build visibility and trust across your network. 04:15: Using LinkedIn and your wider network We talk about LinkedIn, social media and asking your network to connect you with people who may benefit from coaching. 05:34: Being specific about who you want to coach We explain why clarity around your ideal coaching client makes it easier for people to reach out. 06:56: Asking for help and posting more than once We reflect on the importance of perseverance, visibility and asking people to comment or share your posts. 07:54: Finding clients through The Coaching Crowd Facebook group We share how coach matching posts can support trainee coaches and people seeking pro bono coaching. 09:11: Finding coaching clients at work We explore how your workplace can become a valuable and appropriate source of coaching clients. 11:36: Creating variety in your coaching portfolio We discuss why it helps to coach people from different departments or areas of an organisation. 12:14: Local groups and business communities We look at local Facebook groups, business networks, professional communities and regional meetings as useful sources of clients. 14:48: Coaching in causes and communities you care about We explore how charities, hospices, GP surgeries, animal shelters and community organisations may offer meaningful coaching opportunities. 17:00: Coaching peers and previous learners We discuss the value of coaching others in your cohort or people who have previously trained and now want coaching again. 18:18: Final reflections and coaching course quiz We close by reassuring listeners that finding clients does not need to be an obstacle and signpost the coaching course quiz. Key Lessons Learned Finding coaching clients often feels more daunting before training begins than it does once you are actually on the journey. The number of clients needed for coaching practice is usually more manageable when you break it down clearly. Your coaching cohort can be one of the strongest sources of client referrals, especially when everyone contributes to the pool. Sharing your coaching journey early helps people understand what you are learning and builds trust before you ask for clients. LinkedIn can be a powerful place to attract coaching clients, but visibility takes consistency rather than relying on one post. Being specific about who you want to coach helps potential clients decide whether they are a good match. Asking your network to comment, share or introduce you to others can significantly increase your reach. Your workplace can provide valuable coaching opportunities, especially when framed as leadership development and organisational benefit. Local communities, business groups, charities and professional networks can all provide meaningful opportunities to practise coaching. Finding clients is part of becoming a coach because it asks you to step into confidence, visibility and professional identity. Links & Resources Coaching course quiz: www.mycoachingcourse.com Keywords how to find coaching clients, finding coaching clients, coaching clients, trainee coach, coaching qualification, coaching practice hours, coaching diploma, coaching certificate, Level 5 coaching diploma, Level 7 coaching qualification, pro bono coaching, coaching training, become a coach, coaching cohort, LinkedIn for coaches, coaching clients on LinkedIn, coaching business, coaching practice, executive coaching, leadership coaching, coach matching, coaching course,

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The Coaching Crowd® Podcast is a weekly podcast for compassionate, courageous leaders, HR professionals and high achievers who are passionate about helping others to find alignment in their lives through coaching, and who are thinking of training and developing as a coach. Hosted by Zoe Hawkins and Jo Wheatley, Founders of Global Coaching Training Company "In Good Company", based in the UK, (https://www.igcompany.com). Zoe and Jo are Master Accredited, Award Winning and Multi Award Nominated coaches, coach trainers and coach supervisors. They are authors of the best selling book 'Deciding to Coach: The Mindset & Business Strategy For Aspiring Coaches'. Each episode focuses on a different element of what it is to be a coach and you'll listen in as Zoe and Jo discuss the topic through different lenses. You'll discover practical tools and resources you need to support your coaching as you learn all about becoming a qualified and certified coach. This podcast is a go-to resource for learning more about coaching and the mindset needed to be a world class coach. You'll learn how to enable clients to truly know who they are, what their hearts call for and how to understand their values, beliefs and unconscious needs. Coaching goes beyond professional success and personal fulfilment and focuses on supporting everyday mental health. As you learn more about coaching, you learn to coach yourself. You are In Good Company with The Coaching Crowd®. In Good Company offers accredited coaching qualifications for individuals and organisations around the world, as well as ground breaking accredited CPD for coaches such as the trade marked Emotions Coaching Practitioner Training. You can join our courses and learn more about our communities here www.igcompany.co.uk and take our free quiz to find out which coaching course is right for you www.mycoachingcourse.com.

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