Leave with an interview guide and a structured evidence record.
Start with a real buying situation
For the worked example, the audience is a founder preparing to manage a growing leadership team. Their problem is that important decisions return to the founder even after delegation. The desired practical outcome is clearer decision ownership and a repeatable reflection routine.
The example is deliberately bounded: personal discussions must have explicit confidentiality boundaries. That condition should influence the promise, scope and next step rather than disappear from the marketing copy.
| Illustrative offer | a structured leadership coaching programme |
|---|---|
| Buyer question | Which recurring decision would you like your team to own without you? |
| Possible evidence | a sample session agenda and a client-owned progress journal |
| Useful asset | a delegation reflection worksheet |
How to complete your customer interview guide
- Choose a learning question and recruit people who have relevant experience.
- Ask about a recent event rather than a hypothetical preference.
- Follow the sequence: trigger, attempted solution, decision and result.
- Record direct quotations with permission and keep interpretation separate.
- Look for repeated evidence while retaining contradictions and exceptions.
Worked example
These entries are illustrative planning material, not research findings or customer results. Keep the structure and replace the content with verified details.
| What we need to learn | Understand how a founder preparing to manage a growing leadership team deals with this problem: important decisions return to the founder even after delegation. |
|---|---|
| A recent incident to explore | Which recurring decision would you like your team to own without you? |
| Follow-up questions | What happened next? Who was affected? What did you try? What did you compare before deciding? |
| Evidence and exact language | Record the participant’s exact account with permission. Example to investigate, not a finding: “How can I prove coaching will pay for itself?” |
| What remains uncertain | We have not yet established the frequency, cost or prevalence of the problem. Test those assumptions in further conversations. |
Review before using it
A useful operational measure in this example is completion and reflection on agreed behavioural experiments. That does not automatically make it a marketing attribution metric. Define the source, period and owner before drawing conclusions.
- Would the questions still make sense if the interviewee never bought from us?
- Check the delivery assumptions: Agree session cadence, confidentiality, cancellation and sponsor reporting.
- Use evidence rather than promises. Keep coaching separate from clinical care and avoid psychological diagnoses.
- Discuss the draft with someone who understands the buying situation. Start with: “Which recurring decision would you like your team to own without you?”
- If the next step is a trial, define its purpose. One possible starting point is to run a clearly scoped introductory session and agree one behaviour to practise.
Common mistakes and a better review
Do not fill a missing fact with an impressive-sounding number. Mark it as an assumption, explain how you will check it and give that check an owner. A short, honest document is easier to use than an elaborate plan built on unknowns.
| Watch for | Asking whether someone likes your solution encourages polite approval. |
|---|---|
| A real buyer concern | How can I prove coaching will pay for itself? |
| Useful response direction | We can agree observable behaviours and review them. We should not present a coaching conversation as a guaranteed financial return. |
| Evidence to collect | The buyer’s own account, a sample session agenda and a client-owned progress journal, and records relevant to completion and reflection on agreed behavioural experiments. |
Your working sheet
Write your own version below. Notes are saved on this browser when local storage is available. Use Download to keep a separate copy; avoid adding confidential information on a shared device.
Example: Understand how a founder preparing to manage a growing leadership team deals with this problem: important decisions return to the founder even after delegation.
Example: Which recurring decision would you like your team to own without you?
Example: What happened next? Who was affected? What did you try? What did you compare before deciding?
Example: Record the participant’s exact account with permission. Example to investigate, not a finding: “How can I prove coaching will pay for itself?”
Example: We have not yet established the frequency, cost or prevalence of the problem. Test those assumptions in further conversations.
Review your work
Tick only what you can support with your answer or practice. This is a reflection checklist, not an automated assessment.
Questions about this resource
How do I adapt this for my executive coaching business?
Replace the audience, offer and evidence with your actual information. Begin with a recent buyer conversation about why important decisions return to the founder even after delegation, then check which assumptions match your business.
Is the filled example ready to publish?
No. It is a working example. Verify claims, permissions, prices, current capabilities and any customer information before using it externally. Keep coaching separate from clinical care and avoid psychological diagnoses.
What should I do after completing the worksheet?
Use it to make one decision or have one focused conversation. The intended output is an interview guide and a structured evidence record. Set a review date and update it when the evidence changes.
Illustrative business worksheet. No customer results, market rates, traffic volumes or performance benchmarks are implied. About these resources.