Unlock 6,532 Dream Clients: Ditch AI’s ‘What’ and Master the ‘How’ of Career Coaching

There are 6,532 potential clients who need your help the most. 

That’s your share of the 19,597,200 Americans who are either unsatisfied or very unsatisfied with their careers. And not a single one decided they would seek out a terrible job. I imagine they made their choices based on “research,” most likely using AI to help them. 

But AI is not a career coach. Its large language model trolls through an endless sea of the standard advice and distills the results into the obvious or the incomplete. It tells them the “what,” but not the “how.”

An example: 

“Check Rankings and Lists: Refer to published lists of top employers, such as the Fortune 100 Best Companies to Work For, to get a sense of which companies are highly regarded in different sectors.”

Talk about moving targets. No two lists are similar. The measures of goodness the list makers use must be a one-size-fits-nobody. The lists are volatile, not necessarily focused on job seekers’ needs, and may be driven by factors outside the job seekers control such as earnings, profits, market share, total corporate worth, and the like.

What makes for a great company?

A great company’s view of their brand aligns nearly perfectly with the view its customers have. Such organizations are driven to produce lasting value to the largest number of customers. Said another way, it is always the customer who sets the brand. The best companies never forget that. Mediocre companies miss that vital truth.

Consider Jeep. According to their website, here’s what they think is their brand: “Each Jeep© vehicle brings its own strength…backed by over 8 decades of off-road capability.” The underlying value is reliability, something vital when driving off road.

What do Jeep customers say? They rank its reliability consistently near the bottom according to Consumer Reports. Jeeps are 75% less reliable than the top ranking car.

That’s why your client should never target such organizations. It was leadership that allowed that fatal flaw. Therefore, your client, no matter how capable, won’t have the power to change that misalignment. 

Now consider top companies. They have the strongest customer loyalty and include names you probably know. Costco has among the largest number of satisfied customers. They want low prices. And Costco delivers by keeping their costs low. That’s why customers gladly forgo fancy showrooms, large sales staff, and attractive stores.

The best companies have commanding brands. Those are not collections of nice sounding words, jingles, or glittering generalities. A brand is a collection of specific promises, in defined markets, their customers will value. 

Guide your clients to find the best companies—as they define “best.”

Let’s start with your client’s preferences. Do they have an industry that appeals to them? Are they attracted to a specific company? Have them make a list of companies that might interest them. To make the process manageable, have your clients limit the list to no more than about 10 companies.

Now we can let well-respected organizations help us make the first cut. J.D. Power (www.jdpower.com/business/awards) will reveal lists of “Benchmark Awards” in eleven industries. Consumer Reports (www.consumerreports.org) is another source of companies providing quality products that customers trust.

Don’t forget the professional organizations. The American Marketing Association is “…a community of future marketers and dedicated professionals who work, teach and study in the field.” Such groups are created by and serve the interests of people in a given field. Have your clients search using keywords and adding the phrase “professional organization.” 

When I entered “healthcare” and “professional organizations” I got several matches. When I visit their websites I look for award winners. These are the top executives in specific companies. Those companies are potential targets for your clients. Later, an award winner may be just the person you can help your client approach to learn about the organization’s culture. You’ll see more on this subject below.

Business directories and rankings are helpful as well. Consider these: 

• www.inc.com/inc500 This site focuses on rapidly growing companies. 
• www.entrepreneur.com/360 Here your client will find not only the thought leaders but the front running companies they are guiding.
• https://fortune.com/ranking/best-small-workplaces This site also offers a list of the best medium sized workplaces.

Local business journals and magazines might well appeal to clients who are targeting a specific geographic location. Those cities’ Chambers of Commerce often highlight businesses who are top in their markets.

Industry specific magazines often have success stories and identify award winners who may well serve as valuable mentors.

Top companies win awards. Industry websites will not only identify the award winners, but their keynote speakers and other presenters who can also be valuable mentors.

Brand Disparity Analysis Step 1: What does the company think its brand is?

Of course you’ll find this information on their website, usually under the heading “About Us.” If the company is publicly traded you may also want to look under the investors’ relations link. Once there, download their Securities and Exchange Commission’s annual report. Right at the beginning of the annual report is the CEO’s statement of what he or she thinks the company’s strengths, industry trends, and company performance are.

Whether publicly traded or privately held you need both elements of the brand. First, what value do they offer their customers? Second, which customers are they targeting? You are looking for specifics. If all you see are nice sounding generalities there’s no need to go further. Believe it or not, some companies, just like our clients, never get around to identifying their brand.

Brand Disparity Analysis Step 2: What do the company’s customers think its brand is?

Testimonials usually indicate the customers and markets the company targets. To find out what the company’s customers really think, you’ll have to speak with them. If the testimonial has the author’s name and company that’s all you need. 

Go to the customer’s website then search for the leadership team. You’re looking for the executive who’s in charge of acquiring goods and services. The actual job titles may vary but common ones are Supply Chain Manager, Logistics Manager, Purchasing Manager, or Procurement Director.

A good first step is to reach out to them in a carefully worded e-mail or a LinkedIn email. Here is an example you can use to guide your clients:

“Good morning:

I could use your help. But let me say, right up front, I am not selling anything. Also, I will not ask your help in getting a job with [add the name of the customer company here.]

I am, however, interested in joining the [add the name of your client’s target company here] team as their [add your client’s target job title]. It would help me to hear your views about that company. You can be certain I will keep your comments completely confidential.

I want to repay you for the use of your time. I do not know if I shall be successful in joining the [target company]’s team. But if I am, I shall contact you at once. 

Then I’ll want you to remember just one thing about our company: my personal cell phone number. If you have any problems at all, I want you to call me directly. I promise I’ll do everything I can to get your concerns resolved fast.

If you could suggest some days and times for us to spend about 15 minutes, I’ll work hard to align my schedule with yours. I observe [add your time zone].”

If your client cannot find a typical customer on LinkedIn they can always call the company directly. Here is an outline you can use to ensure your clients’ conversations will be effective.

Company operator: “Good morning, ABC Corporation, how may I direct your call?

Your client: “I do hope you can help me. I’m not selling anything, but I do need some information from your purchasing director. It’s my own fault, I wrote down the name, title, and number but I can’t find it! Could you give the phone number of that person’s administrative assistant?”

If the operator wants to connect your client, have them ask for the phone number for the executive’s administrative assistant. That helps the ‘customer’ prepare for your conversation.

If the operator won’t connect you, thank that person and hang up. Wait a day or so. Then call again and confidently ask for accounts receivable. Why? Because the operator thinks you owe the company money.

When you get accounts receivable, use the same approach as you used before:

You: “Accounts receivable? I must have the wrong number. But wait a minute! I think you might be able to really help me. I’m not selling anything, but I do need some information from your purchasing director…”

Speaking with the target company’s customer:

Thanks to the email described above, your client has repaired the customer to help them get the insights they can provide so well. The customer has likely put your client in touch with a sales representative. But the approach is the same. Have your clients consider these questions:

“What convinced you to work with the company that interests me?

“If there was one thing you could change in how you work with that company, what would that be?”

“You have given me such valuable insights from a customer’s point of view. I would like to get a similar understanding from the company itself. Would you be comfortable introducing me to your contact with that company?”

Of course, your client tells the sales representative their conversations are completely confidential. 

Many companies reward employees who recommend new members of their teams. That reward can be $2000 or more.

Did your help allow your client to find a truly great company?

Have your client compare what the customer said the company’s brand is with what the company thinks their brand is. The stronger the similarity the better the company.

No matter the outcome, remind your client their energy was not wasted. They reaped these advantages: 

• If the target company wasn’t a good one, your client did more than avoid getting hired into a dead end job. When they go to work for a top company, they can guide their new organization to target the less capable one.
• You helped your client hone the skills that make due diligence easier and faster.
• Your clients can now speak with much more confidence and authority in the interview.

You may even use this experience in the cover letter. Imagine the power when the hiring official reads words like these:

“I know what your customers want because I’ve already spoken with some of them. I made it very clear I did not work for you. I also asked them how we could serve our customers even better. That kind of information should allow me to be more productive right from the start.”

How this approach strengthens your own brand:

This advanced approach may not be appropriate for all your clients. Because it takes time and effort on both your parts, you must ask your clients to make a considerable investment with you. That’s why what you’ve read here works exceptionally well with rising, senior, and very senior executives.

This approach builds clients for life. They will see you are much more powerful than a résumé  writer or coach supporting them just for one job. You will be their confidant who provides them with lifetime skills.

Your clients will also recognize you’re the only one who can truly be in their corner. Your clients can’t very well confide in their boss or their customers. Friends and colleagues can’t draw on the information you have accumulated and refined over the years. And you already know the limitations of AI.

This kind of coaching goes far beyond giving advice or instruction. You will empower your clients to find the strategies and solutions that work best for them and the companies who employ them. You’ll enrich your clients’ lives and the lives of their families for years. 

Your clients will be some of the very few who find their work rewarding, challenging, and enriching for everyone involved.