In executive coaching, trust isn’t something you earn after the engagement begins—it’s something you build from the very first conversation.
On the Human Wise podcast, Dr. Bill Berman reflected on how this mindset has shaped his approach over the years:
“I’m not a salesperson. I listen to what people need—and if I can help, I will.”
That perspective isn’t a tactic. It’s a practice. At Berman Leadership, we view early conversations with potential clients as an extension of the coaching itself: grounded in curiosity, free from pressure, and focused on what matters most to the other person.
This way of engaging may feel unusual in a professional services context. But for the leaders we work with, it’s what builds credibility. They’re not looking to be convinced. They’re looking to be understood.
That’s why we ask coaching questions from the very beginning:
- What decisions are you facing right now?
- Where are you seeing friction—in the business or in yourself?
- What outcomes are most urgent or most meaningful?
These questions don’t just surface needs—they help clarify whether coaching is the right fit, and whether we’re the right partner to provide it.
There are moments in our work where we recommend another path or another provider. And that willingness to walk away is part of what builds long-term trust. Because good coaching starts with alignment—not persuasion.
We’ve found that the best relationships begin not with a pitch, but with presence. A willingness to listen. And an ability to sit with complexity, even before the engagement is formalized.
That’s how coaching begins before the contract ever does.
Learn more about how we build partnerships through trust and understanding: https://bermanleadership.com/about/