Find Clients – Marketing & contracting

Access a printable version of this page.

This part of the portal contains the following information and materials:

  • Finding people for your first two Leadership Agility 360’s
  • Guidelines for use
  • Potential applications for individuals
  • Potential applications for groups
  • Marketing materials
  • Articles that can be used in marketing
  • Contracting with clients – setting expectations
  • Pricing your Leadership Agility 360 engagements

Finding people to get started

Completing your certification is easier when you find potential candidates for your first two Leadership Agility 360 client relationships as soon as possible after the workshop. Everything will be fresher for you that way.

There is a range of options for getting started. Some of the people with whom different coaches have done their first two engagements are:

  • Friends and colleagues who have management roles
  • Past clients
  • Existing clients
  • New clients
  • Group projects

Some coaches treat the first two deliveries as a special introductory experience. These coaches are more likely to seek out past clients, friends and colleagues, and are more likely to do the work pro bono or at half-price. Others dive in and treat it like a regular coaching engagement. These coaches are more likely to turn to existing or new clients or to group projects and are more likely to charge their regular coaching fee.

Any of these approaches is OK. Do whatever works best for you.

Guidelines for use

In looking for opportunities to use this tool in your coaching, it’s good to be clear about the guidelines for its use, and well as its potential applications with individuals and groups.

  • The Leadership Agility 360 should be used for feedback and development purposes only. It should not be used to evaluate individuals. For example, it should not be used as a substitute for performance appraisals, to make decisions about promotion or salary level. It should not be used by itself to identify high-potential managers. Using a 360 for these purposes tends to politicize the process and distort the validity of the data.
  • The Leadership Agility 360 should only be used by an experienced coach who has attended the Certification Workshop. Do not invite coaches who have not been trained in this methodology to join Debrief or Action Planning Meetings. (This was attempted once without our knowledge and did not go well). When absolutely necessary (usually in internal leadership development programs) it has worked to complete the Action Planning process and then shift to another coach to do the actual coaching work.
  • It goes almost without saying that the impact of this 360 will be much greater if the debrief and action-planning process is followed by coaching.

Potential applications for individuals

Usually the 360 is used at the beginning of a coaching relationship, but sometimes it takes place in the middle. Less frequently it is used at the end to help launch the client into their own “self-leadership” process.

Occasionally, the Leadership Agility 360 is used in conjunction with another assessment, usually a personality type assessment. It has also been used along with an interview-based 360 process.

Potential applications for groups

There are two primary ways that the Leadership Agility 360 is used with groups:

  • Leadership development cohorts: Feedback before, during and/or after a leadership development program. A few coaches have used it in their own public leadership development programs.
  • Management teams: Everyone receives Leadership Agility 360 feedback. In some cases it has been used with a management team, then cascaded to the next level.

Occasionally, especially for group projects, someone will say they feel they need to use the company’s own competency-based 360. Should this happen to you, know that there are been many instances where the Leadership Agility 360 is used because it seemed particularly fitting for a particular leadership development program (e.g., something fresh and relevant for an LD program for high potentials).

Also, because of this instrument’s uniqueness, it can be used to complement/supplement a 360 that an organization uses on a more routine basis, including other 360s.

Access more extensive, essential guidance and resources for planning group projects.

Marketing materials

  • Access the short version of the Leadership Agility 360 brochure (mainly used to introduce individual managers to the instrument).
  • Access the longer version of the Leadership Agility 360 brochure. Because it goes in detail, this version is mainly used with internal leadership development professionals who are considering use of the instrument.
  • Access the Technical Manual, authored by George Klemp, co-designer of the instrument and President of Cambria Consulting. (Same document you read as part of your pre-work). Also mainly of interest to internal LD professionals, this document includes norms and the results of validation testing.
  • Access the abbreviated Sample Report. Also mainly for internal LD professionals. Please do not use the full Sample Report used in the workshop, unless you check with us first. (The full sample report exposes all 24 questions and therefore the essential IP at the heart of the instrument).
  • Access a consolidated brainstorm by coach cohorts on the Leadership Agility 360’s unique features and benefits.
  • We can also help you arrange for prospective clients to “test drive” the instrument. Contact Debbie at

Articles that can be used in marketing

  • Access Bill’s white paper, “Leadership Agility: From Expert to Catalyst.”
  • Access a short version of the white paper. (For executives with minimal time to read).
  • Access “Creating a Culture of Agile Leaders.” The first half is essentially a condensed version of the white paper. The second half, which discusses the 360, shows how Leadership Agility methods can be used to transform leadership cultures.
  • Access “Leadership Agility: A Global Imperative.” Most notably, the first page or so pulls together the research that shows a direct correlation between the level of agility in the leadership culture, the degree of organizational agility, and business performance.
  • Access “Bringing Leadership Agility to Agile.” This article is a two-part story, using real-life examples, showing how Leadership Agility methods can combine with Agile methods to speed Agile implementation or transformation and create an agile leadership culture.

 “Contracting” with Clients: Setting Expectations

  • Guidelines: Make sure the formal/informal “contracting” you do with your client (individual and/or organization) is consistent with the guidelines presented earlier.
  • Timing: To be safe, allow 4 weeks for the overall process, divided as follows: One week for registering your client and having the Individual Orientation Meeting, one week for your client to go online and select their feedback providers, and 2 weeks for feedback providers to complete their feedback.
  • Confidentiality: Clarify that all feedback, except that provided by a person’s direct manager(s),will be confidential. The client (or participants) should be in control of whether they share their feedback with others and how much.
  • Optional manager check-in meeting: Coaches who use the Leadership Agility 360 often make arrangements up-front for their client (or participants) to have an approximately 30-minute check-in meeting with their direct manager between the Debrief Meeting and the Action Planning Meeting. The purpose of this meeting is to increase alignment. There are usually two objectives: (1) Clarify feedback from the manager that was experienced as unclear or puzzling. (2) Share the three things the client/participant is thinking of working on (not the whole report, unless the person happens to want to), and ask the manager, “Do you think I’d be missing anything really important, if I focus on these three things?”
  • Group projects. Access more extensive, essential guidance and resources for planning group projects.


The Leadership Agility 360 itself is $250. Unless it’s a group project where the client organization pays Cambria for the assessments “outside the system,” the coach pays for the assessment and bundles this cost with the fee for their time to do the full debrief sequence (orientation meeting, debrief meeting, and action-planning meeting). What you charge for your coaching time during and after this sequence is up to you.
Here is one option for estimating your time for the full debrief sequence:

  • Individual Orientation Meeting (1 hr.)
  • Debrief session (2 hrs.)
  • Action planning session (1.5 hrs.)
  • Preparation throughout (mainly for the Debrief Session), using ~half-hour to one-hour ratio (~ 1.5-2.0 hrs.)

Total = 6.0-6.5 hrs.