Type 1: The Visitor
The Visitor has no real intention to change — and often doesn’t even recognize the need for change.
This usually happens when there is no clear goal to move toward, or no internal motivation to act.
They might attend a coaching session because someone sent them — a manager, HR, or a mentor — which can create tension or resistance.
Their mindset: “I’m here because I have to be, not because I want to.”
🧭 Coach’s task: Build trust, clarify personal motivation, and gently uncover potential areas for growth without forcing the process.
Type 2: The Complainer
The Complainer does want results — but focuses primarily on the negative side of the problem.
They are absorbed by what’s wrong, what’s missing, or what’s not working — rather than by what could be improved.
This fixation on obstacles can undermine their readiness to act. They express frustration, but not commitment.
Their mindset: “I want things to be different, but everything and everyone else is in my way.”
🧭 Coach’s task: Shift the focus from what’s wrong to what can be done, helping the client identify actions within their control and build ownership.
Type 3: The Buyer
The Buyer is the ideal coaching client — motivated, self-aware, and ready for transformation.
They understand that achieving goals requires effort, reflection, and personal responsibility.
Their energy comes from inspiration, curiosity, and the desire to learn how to succeed.
Their mindset: “I know what I want — help me get there.”
🧭 Coach’s task: Serve as a thinking partner — challenge, support, and co-create breakthroughs that unlock the client’s potential.
Formal One-on-One Coaching Sessions
A well-structured coaching relationship relies on clear logistics, mutual trust, and shared responsibility.
Format and Logistics
Define practical aspects early:
- Format (virtual, in-person, or hybrid)
- Duration and frequency of sessions
- Environment — even for online meetings, space and setting matter
Mutual Agreements
Clarify expectations and permissions:
- What kind of support or challenge does the client expect?
- What level of accountability is both sides ready to maintain?
- What’s confidential, and what can be shared (if the coaching is sponsored by an organization)?
Coaching vs. Mentoring vs. Consulting
Explain the distinctions clearly:
- Coaching — the client generates solutions; the coach facilitates awareness.
- Mentoring — the mentor shares expertise and experience.
- Consulting — the consultant provides answers and direction.
Make sure the client understands: coaching is a partnership, not a service where someone “fixes” you.
Goal Setting
Establish goals at three levels:
- Short-term — quick wins and immediate priorities.
- Mid-term — developmental or behavioral changes.
- Long-term — strategic or life-level transformations.
Align them with performance reviews or organizational goals if relevant, and agree on how progress will be tracked.
Personal Milestones and Story
Ask the client to prepare a brief overview of their key life and career turning points.
Together, explore recurring patterns, decisions, and beliefs that have shaped their current reality.
Sources of Energy and Core Values
Identify what fuels the person — and what drains them.
- Define core values and strengths.
- Use metaphors and imagery that inspire them.
- Uncover limiting beliefs or internal barriers.
In essence: Effective coaching is not about giving advice — it’s about helping people see, choose, and act differently.
From Visitor to Buyer, every client can grow — once they find their own reason to move.