How Chloe Built a Coaching Business That Works for Her
Chloe Bannister is a Leadership and Mindset Coach, and the Co-Founder and Head Coach at Be The Change Coaching. She specialises in supporting new and emerging leaders, helping them grow into confident, effective professionals through transformative coaching that bridges personal development with business success.
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The Interview
How did you became a coach?
I was in another career, and up until I hit 30, I was very motivated by money. That was enough to keep me going. But something changed — I hit 30 and realised I needed something fulfilling. I did a bit of a deep dive into what actually made me happy and helping others came up. I Googled “what jobs help people,” discovered coaching, and that just sparked something. I went on to train with Animas, got my qualification in about nine months, and just practised and practised. That helped me realise it was the right thing.
I was self-employed for about a year, figuring it out, and then I co-founded Be the Change with my life partner, Jake. He was already helping me behind the scenes, so we made it official. I've always had a part-time job on the side — it was important for me to keep that financial stability. It’s allowed me to enjoy the process rather than put pressure on the business to pay my mortgage.
When was the turning point where you fully committed to being a coach?
I still have my side hustle. I’ve been quite comfortable with growing slowly. I really enjoy the coaching part, but I’m not naturally drawn to the business side — like building a website, doing accounts. I’ve just tried to keep things aligned with my values and not jump into something just for money.
What has been the biggest surprise when it comes to running your own coaching business?
How comfortable I got with coaching so quickly — how clearly I understood my value. During training, people worry about things like whether they should niche or get ICF accreditation. I did my research, but I landed naturally on what felt right. I coach new leaders and people transitioning into leadership, and I’m okay that this might shift in the future. That’s the beauty of it.
What about the other challenges, like admin and operations?
Everything! The admin, the website, even getting my message across clearly — all of that took time. Invoicing and accountancy are my least favourite things. I do have an accountant now, which helps. But I still need to provide them with everything, which is the tricky bit.
If I could go back and do one thing differently, I’d get a business mentor early on. Just someone to guide me step-by-step. There were so many hurdles setting up — things you don’t know until you try. Having someone to break it all down would have been invaluable.
What about client onboarding? Do you see that as admin too?
No — I see that as customer experience. And it’s the easiest part for me. I love creating a great journey for my clients. I’ve always worked in customer service, and I finally get to design it exactly how I want. So yes, things like contracts, welcome packs — I don’t see that as admin. That’s part of the service..
What do you find the most draining?
Social media. I like it in theory — it’s like a journal — but the pressure can be stifling. You hear all these “rules” about posting, algorithms, hashtags… it’s exhausting. That said, I’m big on professional development, so I also make time for that — staying current with trends affecting leaders, like neurodiversity or hybrid work.
What do you think are the biggest mistakes new coaches make?
First — comparing yourself to others. It’s so easy to do, especially during training or when you’re just starting out. You feel like everyone’s moving faster than you. But your journey is your own.
Second — not continuing to invest in coaching, learning, or professional development. The people who didn’t continue after our course were often the ones who stopped practicing or stopped learning. That early consistency matters.
Third — feeling pressure about accreditations. I say don’t worry about it unless your clients demand it. My course was ICF-accredited, and I got my AC credential easily, but honestly? It felt like a money exchange. No one has ever asked if I’m accredited. What matters is your ethics, your standards, and that you’re doing the work.
What one task drains you, and what energises you?
Accountancy definitely drains me — that’s why I outsourced it. Coaching energises me, obviously, but I also love strategising with my business partner. He’s brilliant at the practical, logical side of things. We’re very yin and yang. When we strategise, I come away energised and excited.
If you could optimise one thing, what would it be?
Social media. I’ve started pre-planning content, but I’d love to better understand the strategy side. If you haven’t come from a marketing or digital role, it’s hard. There are whole agencies doing this — it’s a skill set in itself.
What’s in your tech stack?
You’ll laugh, but ChatGPT is becoming one of my most-used tools. I use it for writing, planning, reviewing my content, brainstorming ideas — it’s my mentor in a way. I don’t have a CRM or anything fancy. I’ve tried things like Apollo, but I keep it pretty manual for now, which suits me because I like tailoring things for each client.
Are you doing all your client experience work manually?
Yes, and I like that. My work is tailored, so even though I have a base framework, everything is customised. It feels boutique, and that personal touch gives me energy.
Would you ever get extra support, like a VA?
Not yet. I’m a bit of a control freak. I like knowing where everything is and how it's being handled. But if I were to outsource, I’d look at lead generation and outreach. It’s a long process and quite draining — finding the right people to talk to is the hardest part.
If you had to start over, what would you do differently?
Honestly? Nothing. Even the hard parts have taught me a lot. I’ve enjoyed the process — the good and the bad — and I want to see what else I can do on my own.
