1. Executive, leadership, and key people coaching

The most recognized format is still individual executive coaching for top and middle management. The purpose is no longer to “fix” leaders, but to support them in:

• leading change and digital transformation

• making complex decisions

• managing personal stress and burnout risks

• developing emotional intelligence and influence

Research shows that well-delivered leadership coaching increases leaders’ ability to clearly see their strengths, solve challenges more creatively, boosts morale, and improves goal achievement. (HBR, 03/2025)

For organizations, this means more mature decision-making, fewer costly mistakes, and higher retention of key people.

In practice, coaching is also used for employees in key roles who similarly require support in critical skills expected from such positions.

Many companies use retainer-based coaching agreements, where coaching is available to a pool of employees and can be used as often as needed. This approach helps spread a coaching culture within the organization, the benefits of which are described further below.

 

2. Leader as coach

Another strong trend is the shift from “the coach as an external expert” to leaders who use a coaching leadership style. Today, leaders can no longer only direct and control — they must be able to ask good questions, build trust, and accelerate learning within their teams.

In practice, this means organizations:

• integrate coaching skills into leadership development programs,

• train leaders in “coaching conversations,” including during regular development discussions,

• shift the culture toward “finding solutions together.”

Effective coaching leadership has been proven to increase employee engagement and autonomy. Organizations with a strong coaching culture report higher engagement, faster decision-making, and greater adaptability to change. (International Coaching Federation, ICF)

 

3. Team coaching

In an increasingly complex world, more organizations are choosing team coaching — not because a team is “broken,” but because:

• teams are stuck in silos, conflict, or passivity,

• leaders can no longer integrate all interests alone,

• major projects or changes lie ahead.

Team coaching combines elements of coaching, facilitation, and change leadership. A well-designed process helps teams to:

• clarify goals and roles,

• safely address “difficult topics,”

• establish new ways of working together,

• develop greater accountability and maturity.

Research by leadership and coaching organizations shows that companies investing in coaching for leaders and teams adapt more quickly to change and retain talent more effectively. (Center for Creative Leadership, CCL)

 

4. Coaching as part of learning and development:

From “training” to continuous learning

Learning and development trends show a strong shift from one-off workshops toward continuous, personalized learning, where coaching serves as the “glue” between theory and practice:

• After workshops or academies, participants receive individual coaching sessions to apply learning to their real work context.

• Hybrid formats are increasingly used: e-learning + workshops + coaching.

The result is programs where coaching ensures learning is not just “content on slides,” but a real change in behavior.

 

5. Internal coaching programs

Larger organizations (approximately 500+ employees) are increasingly building internal coaching programs:

• selecting a pool of internal coaches (HR, talent development professionals, experienced leaders),

• providing accredited coach training,

• establishing clear rules (confidentiality, ethics, eligibility),

• integrating coaching into HR processes (talent pools, succession planning, onboarding).

ICF and other research indicate that organizations with a mature coaching culture report higher agility, better communication, faster leadership pipeline development, and higher employee retention.

Internal coaching programs are not a replacement for external coaches, but a complement:

• internal coaches understand the context and culture,

• external coaches bring independence, objectivity, broader perspective, and greater safety when addressing sensitive topics (politics, top management dynamics, strategic shifts).

 

6. Why coaching works (and when it doesn’t)

The reason organizations continue to invest in coaching is simple: data consistently shows a high ROI. A Metrix Global study reports an average return of 788% for executive coaching, mainly due to increased productivity and retention of key talent.

Coaching works when:

• it is linked to concrete business goals (not just “personal growth”),

• participation is voluntary — the individual wants to engage,

• leadership supports the process (managers do not undermine it),

• it is consistent and embedded within a broader development system (not an isolated session once a month).

Coaching is not a “magic wand” when:

• the organization expects to “fix” someone who does not want to participate,

• coaching is used instead of necessary systemic changes (toxic culture, unclear strategy),

• there is no basic psychological safety or minimal leadership support.

In such cases, it is fair and necessary to address systemic issues first — and only then introduce coaching.