Leave with a specific referral request and an optional introduction message.
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 referral request
- Confirm that the customer has had a useful experience.
- Describe the kind of person and problem you can help with.
- Ask whether an introduction would be appropriate.
- Provide a short optional message they can edit.
- Respect a decline and keep any incentive explicit.
Worked example
These entries are illustrative planning material, not research findings or customer results. Keep the structure and replace the content with verified details.
| Why an introduction may be appropriate | Ask after the customer confirms the work was useful. Do not assume satisfaction from payment alone. |
|---|---|
| Who we can help | a founder preparing to manage a growing leadership team facing the following problem: important decisions return to the founder even after delegation. |
| The low-pressure request | If someone in your network is dealing with this issue, would an introduction be appropriate? No problem if nobody comes to mind. |
| Optional introduction text | Optional introduction: “I thought you might find this relevant. They offer a structured leadership coaching programme. You can decide whether a conversation would be useful.” |
| Follow-up and consent | Let the customer choose whether to introduce you. Do not request a contact list or enrol a referred person into a sequence without an appropriate basis. |
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.
- Can the customer decline comfortably and understand exactly who would be contacted?
- 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 for access to a customer’s entire contact list creates friction and privacy concerns. |
|---|---|
| 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: Ask after the customer confirms the work was useful. Do not assume satisfaction from payment alone.
Example: a founder preparing to manage a growing leadership team facing the following problem: important decisions return to the founder even after delegation.
Example: If someone in your network is dealing with this issue, would an introduction be appropriate? No problem if nobody comes to mind.
Example: Optional introduction: “I thought you might find this relevant. They offer a structured leadership coaching programme. You can decide whether a conversation would be useful.”
Example: Let the customer choose whether to introduce you. Do not request a contact list or enrol a referred person into a sequence without an appropriate basis.
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 a specific referral request and an optional introduction message. 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.