Start with the end
Coaching can only be evaluated against something. Before the first session, the leader and sponsor should be able to complete the sentence: “In twelve months, we will know this worked because...” If nobody can finish it, the engagement is not ready to start.
Four levels of evidence
1. The leader’s own experience. Was the coaching valuable? What changed in how they think and act? Useful, but self-report alone is weak evidence.
2. Goal attainment. Each development goal is rated at the start, midpoint, and end by the leader and the sponsor. Simple scales work well, for example from “no change” to “consistently demonstrated.”
3. Behavior change seen by others. This is the strongest evidence.
- A repeat 360 six to twelve months after the first, comparing the dimensions targeted in coaching
- A short stakeholder survey asking the original raters whether they have seen improvement on the specific goals
- Stakeholder interviews by the coach, with themes shared with the leader
4. Organizational indicators. Slower to move and influenced by many factors, but worth tracking across a program:
- retention of coached leaders
- promotion readiness and internal fill rate for senior roles
- engagement scores in the leader’s area
- executive team effectiveness ratings
- successful transitions, such as a new chief executive completing the first year with board confidence
This progression parallels the widely used Kirkpatrick model for evaluating development: reaction, learning, behavior, and results.
A simple scorecard
| Measure | When | Who provides it |
|---|---|---|
| Goals defined and agreed | Month 1 | Leader, sponsor, coach |
| Baseline 360 | Month 1 to 2 | Raters |
| Midpoint goal review | Month 3 or 6 | Leader and sponsor |
| Follow-up stakeholder feedback | End | Raters |
| Final goal ratings | End | Leader and sponsor |
| Participant and sponsor evaluation of coach | End | Leader and sponsor |
What about financial ROI?
It is possible to estimate a dollar return when coaching can be tied to a specific outcome, such as retaining an executive who was about to leave. Most of the time, attributing a precise financial figure to coaching requires assumptions that would not survive scrutiny. Behavioral evidence plus a reasoned view of the risks avoided is more credible with a board. See Executive coaching cost and return on investment.
What not to measure
- Session content. Asking the coach what was discussed breaks confidentiality. See Confidentiality in executive coaching.
- Satisfaction only. Enjoyable coaching is not the same as effective coaching.
- Hours delivered. Activity is not outcome.
For team coaching
Measure against the success criteria set by the team leader at the start, using a team assessment completed by members before and after, plus observable changes: decision speed, fewer escalations to the chief executive, and delivery on shared priorities. See Team coaching explained.
Frequently asked questions
How do you know if executive coaching is working?
The people who work with the leader notice specific, sustained changes in behavior tied to the goals set at the start, and they say so in follow-up feedback.
How soon should results from coaching be visible?
The leader often reports new insight within the first few sessions. Changes that others notice typically appear from about three months and consolidate by six to twelve.
Who should evaluate the coaching?
The leader and the sponsor rate goal attainment; raters provide follow-up feedback; the program owner aggregates results across engagements without access to session content.
Should a 360 be repeated after coaching?
Where practical, yes. A repeat 360 or a shorter follow-up survey of the same raters is the most direct evidence of behavior change.
This page is educational and general in nature. It is not legal, regulatory, or clinical advice. Questions or corrections: coaching@syntrinaleadership.com.