Latest / The Internal Move Podcast with Fexingo: Lateral Roles, Internal Transfers, and Staying at Your Company / How to Use a Career Coach for Your Internal Transfer
Transcript
- Lucas: Okay, let's talk about something that comes up a lot in the listener mailbag — should you hire a career coach specifically for an internal transfer? And if so, how do you find one who actually understands internal mobility, not just external job hunting? Luna: It's a good question because most career coaches built their playbooks on people leaving one company for another. Internal moves are a different animal. Lucas: Totally different. I talked to a marketing manager — let's call her Sarah — at a Fortune 500 retailer. She'd been in product marketing for four years, wanted to move into product management. Same company, same pay band, entirely different function. She hired a career coach who specialised in 'career pivots' and spent the first two sessions rewriting her resume for external PM roles. Luna: Which is exactly not what she needed. She wasn't applying externally. She needed to figure out how to make her case internally, with people who already knew her. Lucas: Exactly. So today we're going to break down when a coach is worth it, what to look for, and how to set expectations — because the ROI of a coach for an internal transfer is very different from a new hire search. Luna: Let's start with the 'when.' Who should actually consider hiring a coach for an internal move? Lucas: I'd say three profiles. First, someone who's been at the same company for a long time — say, five years or more — and has only worked in one function. Their internal network is deep but narrow. They need help mapping out a career lattice, not a ladder. Second, someone who's trying to move into a completely different function — like Sarah, marketing into product. And third, someone who's dealing with a tricky political situation — maybe their current manager is a blocker, or the role they want reports to someone who has a tense relationship with their boss. Luna: And when would you say a coach is overkill? Like, if you're just moving from one team to another within the same department? Lucas: Probably overkill. If you're a senior accountant moving to another accounting team, a few informational interviews and a good conversation with your HR business partner will do the job. You don't need to spend a thousand dollars on a coach to tell you to update your LinkedIn. Luna: So when Sarah finally found a coach who understood internal mobility, what was different? Lucas: Three things. First, the coach helped her articulate her 'internal brand' — what the people in her division already knew her for, and what she wanted to be known for in product. That's different from an external personal brand. Internally, you're not starting from zero. People have opinions about you. You need to reshape those opinions, not build from scratch. Luna: Right. So you're not trying to convince strangers you're competent. You're trying to shift the perception of people who've seen you in meetings for years. Lucas: Exactly. Second, the coach helped her prepare for informational interviews — but not the standard external ones. These were conversations with people who already knew her name. The coach role-played how to ask, 'I know we've worked together on the quarterly reviews, but I want to talk about what your day-to-day looks like in product management.' That's a very different script from 'Tell me about your career path.' Luna: And third? Lucas: Negotiating the transition timeline. When Sarah got an informal offer from the product VP, she had to figure out how to talk to her current marketing manager about a move. The coach helped her frame it as a win for the company — knowledge retention, faster ramp-up, no recruiting cost. And they practiced the conversation about timing: 'I'd like to transition in 60 days, and I can help train my replacement.' That's a conversation most people mess up because they're afraid of seeming disloyal. Luna: That's a huge part of internal moves that external job searches don't have. You're not just quitting. You're asking your manager to support your departure to another part of the same building. Lucas: And the coach helped her avoid one big mistake — she initially wanted to ask for a 90-day transition. The coach pointed out that in her company's culture, 90 days would look like she was stalling or not serious. 60 days was the sweet spot. That kind of context is why a coach who knows internal mobility is worth it. Luna: So how do you vet a coach for that? What questions should you ask before hiring? Lucas: I'd ask three things. Number one: 'What percentage of your clients are making internal moves versus external moves?' If it's less than 30 percent, be cautious. Number two: 'Can you describe a situation where you helped a client navigate a manager who didn't want to let them go?' That tests whether they understand the political dynamics. And three: 'How do you measure success for an internal transfer?' If they say 'salary increase,' that's a red flag. Internal transfers often don't come with a pay bump — at least not immediately. Luna: Yeah, that's a good point. The win might be getting the role, building new skills, or better career trajectory. Not necessarily more money in year one. Lucas: Right. For Sarah, the win was getting the product management role and a development plan that would lead to a senior PM title in 18 months. That's a concrete outcome, but it's not a paycheck change. Luna: And what about the cost? Career coaching isn't cheap. I've seen rates from $150 to $500 an hour. Lucas: Yeah, it's an investment. For an internal transfer, I'd say a good coach can get it done in four to six sessions. Maybe $1,200 to $2,500 total. That's a lot, but compared to the cost of a mis-hire or leaving a company you actually like? Could be worth it. Luna: And if you can't afford that, what's the alternative? Lucas: Find a mentor inside the company who's made a similar move. Or use your HR department's internal mobility resources. Some companies now offer coaching as part of their talent development programs. Sarah's company actually had a pilot program — three free sessions with an internal mobility coach. She didn't know about it until her third session with the external coach. Luna: That's a great tip. Always check what your company offers before you spend your own money. Lucas: Absolutely. And speaking of resources — if you've found this episode helpful in thinking through your own internal move, and you'd like to support the show, you can buy us a coffee at buy me a coffee dot com slash fexingo. It's a small way to keep the podcast ad-free and independent. But no pressure — we're glad you're listening either way. Luna: Yeah, we really appreciate it. And honestly, listener support is what lets us dive deep into these niche topics. Lucas: Alright, back to coaches. One more thing I want to flag: avoid coaches who promise 'quick wins' or 'guaranteed promotions.' Internal transfers are complex. Anyone who says they can guarantee a result is probably selling a template, not a strategy. Luna: What's the biggest red flag you've seen in a coach's approach to internal moves? Lucas: When they treat the internal hiring manager the same as an external hiring manager. The internal hiring manager already has access to your performance reviews, your reputation, your internal network. They're not just evaluating your skills — they're evaluating how you'll fit into the existing political landscape. A good coach helps you navigate that. A bad coach just says 'update your resume and reach out on LinkedIn.' Luna: So the coach is almost like a translator between your current role and your future role, but also between your current relationships and future ones. Lucas: Exactly. And the best coaches help you see blind spots. For Sarah, one blind spot was that she was too focused on the job description. The coach said, 'Look, the product VP isn't hiring a checklist of skills. He's hiring someone he trusts to learn fast and work well with engineering. So stop talking about your marketing qualifications and start talking about your collaboration style.' Luna: That's the kind of insight you don't get from a job board. So what's the takeaway for someone considering a coach today? Lucas: First, know your situation. Are you in one of those three profiles we mentioned? If yes, a coach could help. Second, vet the coach specifically for internal mobility experience. Third, set realistic expectations — success might not be a raise, it might be a role with better growth. And fourth, check if your company offers coaching first. Luna: I'd add one more: don't hire a coach until you've already done your own homework. You should know what role you're targeting and why. A coach can refine your approach, but they can't decide your career direction for you. Lucas: Great point. Sarah had already identified product management as her target. She didn't hire a coach to figure out what she wanted. She hired a coach to figure out how to get it. Luna: And she got it. Last I heard, she's six months into the PM role and loving it. Lucas: Yeah, and she told me the best money she spent was the session where they practiced the conversation with her current manager. That one hour saved her weeks of anxiety. Luna: Alright, next episode we're going to talk about something a lot of people ask about — how to handle a counter-offer from your current team when you're trying to move internally. Should you stay or should you go? Lucas: That's a tricky one. See you then.