Lead qualification scorecard template for executive coaching
Use this lead qualification scorecard worksheet to separate relevant enquiries from contacts that cannot use or buy the offer. It is written for executive coaching and starts with an illustrative offer: a structured leadership coaching programme. Replace the assumptions with evidence from your own business before using the result.
Leave with a practical qualification checklist with a clear next action.
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 lead qualification scorecard
- Define the problem and scope you are equipped to address.
- Choose a few fit questions tied to delivery and buying readiness.
- Identify non-negotiable exclusions.
- Decide who reviews uncertain cases.
- Track reasons for acceptance and rejection so the criteria can improve.
Worked example
These entries are illustrative planning material, not research findings or customer results. Keep the structure and replace the content with verified details.
| Problem and scope fit | The buyer confirms a relevant need: important decisions return to the founder even after delegation. The requested work fits a structured leadership coaching programme. |
|---|---|
| Timing and readiness | Clarify timing and whether the required inputs are available: personal discussions must have explicit confidentiality boundaries. |
| People and approval process | Ask who will use the result, who approves scope and who authorises spending. Start with a founder preparing to manage a growing leadership team. |
| Exclusions or risks | Keep coaching separate from clinical care and avoid psychological diagnoses. Decline work outside capability; investigate missing information. |
| Qualified, investigate or decline | Qualified: agree to run a clearly scoped introductory session and agree one behaviour to practise. Investigate: obtain the missing evidence. Decline: explain the scope mismatch respectfully. |
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 two team members classify the same enquiry in a similar way?
- 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 | A high engagement score does not mean the company is a suitable customer. |
|---|---|
| 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.
Make the exercise your own. Notes are saved in this browser when storage is available. Download a copy to keep; avoid confidential information on a shared device.
Example: The buyer confirms a relevant need: important decisions return to the founder even after delegation. The requested work fits a structured leadership coaching programme.
Example: Clarify timing and whether the required inputs are available: personal discussions must have explicit confidentiality boundaries.
Example: Ask who will use the result, who approves scope and who authorises spending. Start with a founder preparing to manage a growing leadership team.
Example: Keep coaching separate from clinical care and avoid psychological diagnoses. Decline work outside capability; investigate missing information.
Example: Qualified: agree to run a clearly scoped introductory session and agree one behaviour to practise. Investigate: obtain the missing evidence. Decline: explain the scope mismatch respectfully.
Review your work
This is a reflection checklist, not an automated assessment.
Questions
How do I adapt this for my executive coaching business?+
Is the filled example ready to publish?+
What should I do after completing the worksheet?+
Illustrative business worksheet. No customer results, market rates, traffic volumes or performance benchmarks are implied.
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