A practical guide for HR, L&D and Talent leader

Why this guide exists

Executive coaching is often described as a premium intervention for senior leaders.

In practice, its impact varies wildly.

Many HR, L&D and Talent leaders commission executive coaching with senior backing and a decent budget, yet later struggle to describe what has shifted or to defend the value with confidence.

This guide exists to close that gap, to make sound commissioning decisions in complex organisations, with senior stakeholders watching.

When executive coaching is the right call

Executive coaching works best when leaders are operating at a level where complexity and consequence are higher than before.

Often a step into a broader role, moving from functional leadership into enterprise thinking, or increased exposure at Board or Executive level.

In many cases, the coaching is not about fixing behaviour, it’s often about helping an experienced leader use what they already have, judgement, presence, influence, perspective, more deliberately and in situations where the stakes are higher.

At its best, executive coaching gives senior leaders space to think clearly when there is very little room for error.

When executive coaching struggles to land

Even strong coaching can fall flat when the conditions around it are weak.

If past coaching has underdelivered, it’s worth asking whether the organisational sponsor was distant, or sent mixed signals about what mattered.

Coaching also struggles when it is commissioned without genuine senior ownership, or when it is quietly expected to compensate for unresolved organisational tensions or worse still, poor performance.

What really differentiates high-quality executive coaching

Anyone can call themselves an executive coach, just take a look at LinkedIn!

At senior levels, that label alone is meaningless, what we know matters is that the coaches are credible at the level they are being asked to work AND that they achieve results.

That credibility shows up in how the coach has experienced and worked with leaders who have power, influence and decision-making in real organisations, not hypothetically.

It shows up in whether senior leaders with genuine accountability trust them.

It shows up in whether the coach can sit confidently with complexity, challenge thinking without ego, and hold their own in rooms where authority and status are present.

Psychological safety, with clear boundaries

Effective executive coaching must be psychologically safe.

Senior leaders need a space where they can speak freely, test ideas, surface doubt and work through issues they cannot discuss elsewhere. That confidentiality is essential.

At the same time, the most effective executive coaching does not happen in a vacuum.

Strong, well-led coaching providers offer programmes that include clear, boundaried engagement with the organisational sponsor. These conversations take place transparently with coach, coachee and sponsor all discussing aims and objectives, as well as measures of success.

When this is handled well, it creates alignment without breaching trust. It reduces ambiguity and ensures the coaching is connected to what the organisation genuinely needs to achieve.

This balance is where executive coaching moves from supportive to impactful.

Why executive coaching often disappoints

When executive coaching fails to deliver, it is rarely due to lack of effort.

More often, the purpose of the coaching was never properly agreed, sponsor engagement faded once the programme began, or success was assumed rather than defined.

Some coaching providers match too quickly to keep things moving, without enough attention paid to whether they are genuinely credible at that level of seniority as well as the right coach for the leader.

What good looks like in practice

Well-commissioned executive coaching starts with clarity.

It involves careful matching, ongoing sponsor involvement and space for the coachee to think honestly and take decisive action towards their goals.

Most importantly, it is evaluated in ways that make sense in the real world.

That might mean better quality decisions, stronger leadership presence, improved stakeholder relationships, clearer judgement under pressure, or increased confidence in navigating complexity.

The right indicators depend on the context.

What matters is that the outcomes are measured not only be the leader but also their organisation.

A commissioning sense-check

Before commissioning or renewing executive coaching, it is worth pausing to consider a few simple questions.

What does this leader need to be more effective at navigating now?

Who is genuinely sponsoring this work, and how visible will they remain?

Is the coach credible at this level, not just experienced in coaching generally?

How will we recognise progress or stillness?

If those questions feel uncomfortable, they are probably the right ones.

A final thought

When executive coaching is commissioned well, it sharpens judgement, strengthens leadership capability and supports better decisions at the most senior levels.

When it is commissioned poorly, it creates noise, uncertainty and scepticism about coaching as a whole.

Invest wisely.