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I agree with admagic that ultimately you are looking to put money on the bottom line. However, this is not always the purpose of coaching. I have a number of clients who pull me in to determine if a member of staff is capable of taking on, say, a directorship, or if they should leave them in their current management position. Ultimately the result of this would increase their profits as they will get the right person for the job, but how do you measure this? I am a mathematician (M.Sc.) but with all of my years in business I realise that everything does not come down to numbers - it's perception that matters, not reality.
In these cases the way I do it is to set out with the client what they want out of the coaching and measure this against the improvement perceived by the important decision makers and the participant themselves.
The other problem for the coach is that the financial measures within a business are massive lag measurements. The customer perception, although still a lag measurement is not quite so "out-of-date". When you add in to this the time it takes a person to change the fundamentals of themselves then the whole process of measuring the added value to the bottom line becomes very complex.
If the client is not totally satisfied that you are delivering value for money according to the outcomes that they are looking for then I agree totally with a money back guarantee.
Sue
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