This writing template is the exact wording I used when applying for an Associate Coach position with an executive coaching company. I think it is very convincing, but it obviously wasn’t convincing enough because I didn’t get the position! Perhaps some of the wording will be useful as a writing template for an executive coaching cover letter or job application for you.

Date

To:

From:

RE:  Application for Associate Coach (OBM #KMMKPCOM)

I’m delighted to submit my application for the Associate Coach position.  I’ve organized the information as follows:

Part 1: answers to your mandatory questions

Part 2: my CV

Part 3: reference letters

Part 1:  Mandatory questions

1) What results have you helped create, in the capacity of executive coach, in what kinds of organizations?

Since the most important results that I create are the ones identified by my clients, I’ll let them speak here (these are excerpts from longer references which are included in their entirety later in this document):

…a change management challenge which she skillfully brought to a conclusion for both the organization and for the employees affected and involved in the issue. In the years that followed, her role focused more on the organization culture, management development and coaching areas.
Director, large federal government department

…(Barbra was hired) to enhance the communication competencies of my team in the delivery of difficult messages. The workshop was very much focused on building confidence while developing skills and strategies to deliver the messaging. The workshop was inclusive of on-going coaching support that was invaluable in assisting with the practical application of skills.
Director, BC Public Service Agency

Barbra was instrumental in my development as a highly successful organizational consultant. Always calm and clear as a bell, and with what I might call ‘ruthless compassion,’ Barbra provoked me and assisted me to invent a higher sense of my self…
Organizational consultant to major U.S. bank

…the program covered business building strategies, business skills, and personal development.  Because the program involved a mix of group meetings and one-on-one coaching, it was critical for Barbra to establish trust within the group as well as with each of us individually.  Barbra operated from the highest level of integrity — establishing boundaries, guarding confidences and keeping her word…She is definitely an agent of change.
Entrepreneur

2) In the supporting of executives to achieve higher levels of performance, what matters the most?

Ultimately what matters the most to everyone involved is a successful assignment!  I define a successful assignment as one in which the needs and interests of all the stakeholders are aligned to achieve specific objectives.

This is easier said than done. There is a fine line to negotiate in executive coaching.  Although my primary allegiance is to the individual client, I must also be cognizant of the needs of the organization (particularly since it is usually the organization that is paying the bill).

However, when it works it is a beautiful thing!  For example, a successful coaching outcome for an individual might be that they improve their ability to give constructive feedback.  The benefit to the company is that they now have a leader who communicates more effectively and thus supports the development of a better workplace.

3) In the supporting of executives, what is the biggest challenge to a coach?

Initially, the biggest challenge is trust and credibility.  Before trusting me with their time and confidences, clients want to be sure that I understand the realities of their world. They want to know “why should I listen to you?”

The fact is, while I do find it important to understand the context within which the executive is working, specific industry or technical knowledge is not as critical for coaching success as some might believe.  I say this because in coaching we’re dealing more with process than content, and process issues tend to be universal.

As the coaching progresses, other challenges can come up. Common ones are lack of commitment on the part of the person being coached, lack of support for the coaching program from the organization, unrealistic expectations about the speed of change,  and defensiveness (client feeling the need to keep his/her “game face” on).

For me, these challenges are what makes coaching interesting!  I love using my skills and enlisting the help of others to figure out ways to address these challenges, and thus increase my effectiveness as a coach.

4) Why does a role such as this attract you at this season in your development as an executive coach?

Challenge…the opportunity to apply 20 years of business and teaching experience in a new setting.

Contribution…having worked as an independent most of my career, I relish the opportunity to work with a high-functioning team.

Curiosity…I love to learn. I see this role as an opportunity to learn new things that will further my professional development.

5) What makes you an outstanding match for this executive coaching opportunity?

I’m a developer by nature.  I see the potential in others and nothing makes me happier than helping them develop their potential.  And it’s a reciprocal process: People seek me out for help and encouragement because they sense that my helpfulness is both genuine and fulfilling to me.

That’s the main thing that I’d like you to know about me.  Yes, I’m an IAC Certified Coach and a certifying examiner for the IAC; have a Masters degree in Public Administration and an undergraduate degree in Psychology; have been doing leadership coaching full-time for four years, and before that applied coaching skills in my HR consulting and university teaching roles… but in my view, the degrees, certifications, business experience, and acquired skills are secondary to the fact that I am a gifted people developer.

6) What do you foresee as the biggest challenge to the client in building an Associate Coach team?

I spent 15 years running my own small (three staff, plus up to six associates) but very successful independent HR consulting firm.  Having been in the position of  building a team of associates, I have empathy for the challenges.  Here’s what my main challenges were when building an Associate Team:

1) service quality and consistency– I needed my associates to deliver the same high quality service as my clients got from dealing with me personally

2) training investment – it’s expensive to hire an associate and get them up to speed.  I needed an assurance that the associate would stick around long enough for my investment to pay off

3) accountability – my associates needed to understand that although they were delivering services to a client, technically they were working for me…not the client

4) availability – trying to find a balance between “as needed” on the part of the firm, and “as available” on the part of the associate

5) competition – we negotiated a non-compete agreement that protected my interests while at the same time did not preclude them from pursuing their own projects

I would imagine that some of these issues will be facing the client in developing their Associate Coach Team.  But your question was about the biggest challenge. My hunch is the biggest challenge will be selecting associates who bring complementary skills to the team, and who are enthusiastic about working as a team.