I mentioned to one of my mature students from the class I teach for consultants at UCLA that I've started to do business coaching, as well.

He groaned, "Why?”

"I enjoy it, I'm dealing with smaller enterprises, it's local, and it's a different business model,” I replied.

I couldn't help noticing the low regard in which he holds coaches.

He said, "But, there are so many of them, out there!” and implied that everybody and anybody, thinks he can be a coach.

Of course, he's right. The field is exploding, and there are absolutely no entry barriers.

You don't have to become licensed, take classes, or gain accreditation.

If you're breathing, you can coach.

The beauty of this is the fact that it's utterly democratic, wide-open, and a veritable gold rush, for some, who can convince clients of their helpfulness.

The downside is obvious. Many coaches aren't effective; they're confusing the market, and diminishing the credibility of better practitioners.

The key question to ask, if you're considering the services of a coach, is this:

"How have you earned the right to coach me?”

If they can't cite appropriate experience and credentials, forget them.

If they say, "I'm a great listener, and it's lonely at the top, so you can talk to me,�