As the role of executive coaching evolves, CHROs planning to hire coaches in the new year have a number of factors to consider.
CHRO South Africa spoke to GM of CoachMatching Liza Stead (LS) and professional certified integral coach Trish Lees (TL) about the role of executive coaching in the workplace and how to help leaders unlock their full leadership potential.
Q: What criteria should be used to select coaches, and match executives with suitable coaches?
LS: An important factor in the matching process is that the suitable coach will have had experience in similar leadership roles and/or have a depth of experience coaching executives at their level. The leader needs to feel that their coach “gets them” and gets their leadership and business challenges.
For the coach, this comes through having coached many executives in various roles, organisations and industries that enriches their offering. Another factor is that the themes and outcomes required in coaching are within the area of expertise of the coach. For example, if the executive requires enhancing their executive presence, communication and presentation abilities, then a coach with experience in this area must be sought. Similarly for a leader transitioning to an exco or board role, they will require matching to a coach experienced in this field.
The coach becomes a thinking partner to the executive in a range of contexts and hence there should also be a “chemistry” between them, both personally and professionally. This means that a deeper personal relationship of trust and confidentiality is built, and deepens over the time of the coaching process.
That said, people often choose people similar to them for comfort – whether this be gender, race, industry, etc., and that may not result in the required challenge to grow and shift that coaching could achieve. There is both the emotional buy-in process and the commercial buy-in process that has bearing in the matching, and the former is the more important aspect to consider. This will aid in the effectiveness and commitment of the leader to the coaching relationship, process and outcomes.
TL: I would recommend selecting a coach who is accredited by reputable global institutions like the ICF (International Coaching Federation) or EMCC (European Mentoring and Coaching Council). It is also important to partner with coaches who prioritise their development through regular coaching supervision, and who are committed to their own continual growth and maturity both personally and professionally.
Another factor that I see as vital to consider is the coach’s ability to maintain a balance between the needs of the individual executive, and the broader goals of the organisation. When the coaching is being sponsored by the organisation, focusing solely on the individual can lead to misalignment with organisational objectives.
Q: How do you address potential challenges such as time constraints, lack of executive buy-in, and confidentiality concerns?
TL: Managing the pressure of time constraints is a key executive challenge. In addition to offering flexible scheduling options, coaches can assist by ensuring that the most critical areas of development are identified and prioritised for maximum impact for the client and the business. When executives and their stakeholders can see and feel the impact of their time investment, they naturally prioritise and create space for coaching.
I also believe that prioritising coaching aligns closely with the critical leadership capacity of creating space for regular thinking, reflection, and intention setting. Without these reflective moments, leaders can struggle to gain clarity, develop foresight, and engage in the kind of deep thinking that drives meaningful change and strategic decision-making.
Coaching is an investment, and if leaders aren’t fully on board, the programme’s impact is limited. I often use a light-hearted, but meaningful analogy when discussing the importance of buy-in: “How many coaches does it take to change a light bulb? Just one – but the light bulb has to want to change.” This joke underscores a key truth: coaching can offer incredible value, but it can only truly be effective if those involved are open to change and growth.
The responsibility for success lies not only with the coach, but with the executive as well. The coach brings guidance and expertise, while the executive brings the willingness to engage, reflect, and take action. When both sides are aligned and committed to the process, the coaching relationship can become a powerful catalyst for change and growth.
As a starter, organisations should partner with coaches who adhere to rigorous ethical standards – like those outlined by the International Coaching Federation (ICF). Following the selection of a certified coach, clear confidentiality protocols must be included in the coaching contract. Coaches should set clear boundaries and agreements about what will and will not be shared with the sponsor, ensuring that trust is maintained.
Q: What are the key metrics HR directors should use to measure the ROI of executive coaching programmes?
TL: The ROI of executive coaching should be measured both qualitatively and quantitatively because the ROI of coaching is about more than just numbers. It is also about the cultural and behavioural shifts that positively ripple through the workplace.
These metrics can include: using pre- and post-coaching client and key stakeholder feedback and surveys to gauge behavioural changes and impact, reviewing correlated employee turnover rates and revenue shifts, as well as using employee value proposition metrics and climate surveys to gauge whether the culture of coaching has shifted the organisation and leadership effectiveness.
