In principle, selling your coaching service to an executive is no different than selling it to any other person. However, there are some points that can make a lot of difference in the result, and you would better adapt your sale routine accordingly.

So first, what are the principles of sale? a. Get close to your prospective client. Make introduction, build some conversation, a little trust. b. Find out what is the prospective client's challenge or problem, so that you can show him why your coaching service is the answer. c. Sell benefits, not features. d. Identify and overcome objections c. Close the deal

Here are some of the things to be aware of: a. Getting to even talk to an executive could be a daunting task. They are often shielded by secretaries and assistants whose task is to keep people like you away. Either get those on your side, or find some leverage to use (i.e. – a good reference).

b. Executives are constantly being sold to. They are usually adapt and cutting through the pitch and getting down to business. Make it short, clear, concise. Like an executive summary. And even then, expect and be read to be interrupted and requested to get to the point. Be prepared, both to the task and to the emotional stress.

c. Do your homework. Find out beforehand as much as you can about the executive, the organization, and the problems. Executives are unlikely to take the time to walk you through the basics of their business, and they will appreciate your professionalism if you come prepared.

d. Be clear about the benefits of your service, make sure they are relevant to your prospect's needs. Benefits should be termed in the common "corporate language". This is no place to promote "soft benefits" and "spiritual improvement". Use common management metrics, and if possible, state levels of expected improvement.

e. Executives seek accountability. Think about what measurements you can offer, by which your coaching effectiveness can be measured. Also think what guarantees of success you can give.

f. With top executives, money is not much of an issue as time is. The more you can show your service to be time-efficient and quick to get results, the more chances you have of closing a deal. This isn't to say that you can charge anything you want, but this is often not the decisive factor in the sale.

g. Despite all the above, do not be overly intimidated. However successful the executive is, however many assistants and secretaries you had to pass, this is still a person. He has problems, he is looking for solutions, and he is susceptible to the right suggestions just like any other person.