Executive Coaching for Leaders – What Can Coaches Do for You?

In What Can Coaches Do for You?, Diane Coutu and Carol Kauffman examine the growing role of executive coaches as trusted advisers to senior leaders navigating pressure, ambiguity, and organizational complexity. Published in the January 2009 issue of Harvard Business Review, the article is based on HBR research involving 140 leading coaches, with expert commentary on what coaching does well, where it falls short, and why buyers should be thoughtful before investing.

The central message for business leaders: executive coaching has moved beyond fixing “problem” executives. Increasingly, it is used to develop high-potential leaders, provide senior executives with a confidential sounding board, and strengthen leadership capability. But the article also warns that coaching remains an uneven field, with unclear success measures, inconsistent credentials, possible conflicts of interest, and blurred boundaries between coaching and therapy.

Overarching Theme

Executive coaching can be a powerful leadership-development tool, but only when organizations treat it as a disciplined business investment rather than a vague personal-development perk.

Major Takeaways

Executive coaching is no longer just remedial. It is now commonly used to develop strong performers, support succession planning, and help leaders think through complex decisions.

The value of coaching depends heavily on fit, clarity, and accountability. Companies need to define the goals of the engagement, decide how they will measure progress, and clarify what information will remain confidential.

Credentials matter, but they are not enough. The article highlights that the coaching field has historically lacked consistent standards, making due diligence essential.

Coaching is not therapy. Leaders and organizations should recognize when issues require psychological or clinical expertise rather than business coaching.

The buyer must beware. Coaching may work, but organizations should avoid assuming that every coach, method, or engagement will produce measurable business value.

Talking Points for Business Leaders

“How are we distinguishing coaching for development from coaching for remediation?”

“What outcomes would justify the cost of executive coaching?”

“Do our coaches understand our business strategy, culture, and leadership expectations?”

“How do we protect confidentiality while still ensuring organizational accountability?”

“Are we using coaching to build leadership capacity or as a substitute for direct feedback and performance management?”

Reflection Questions

Where could coaching help our senior leaders make better decisions, not just feel more supported?

Are we clear about when coaching is appropriate and when a different intervention is needed?

What would a successful coaching engagement look like after 90 days, six months, or one year?

Are our highest-potential leaders receiving the same developmental investment as leaders who are struggling?

How do we know whether coaching is changing behavior, improving judgment, or strengthening business outcomes?

Potential Action Items

Audit current coaching engagements and identify the purpose, sponsor, coach qualifications, desired outcomes, and evaluation method for each.

Create a short executive coaching policy that defines when coaching is used, who qualifies, how coaches are selected, and how results are reviewed.

Require clear contracting at the start of every engagement, including goals, confidentiality boundaries, stakeholder input, and review checkpoints.

Build an approved coach roster using business experience, references, relevant credentials, and demonstrated ability to work with senior leaders.

Pair coaching with measurable leadership outcomes, such as improved delegation, succession readiness, team effectiveness, decision speed, or stakeholder trust.