Build a Case for Coaching

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As the new CEO of a large nonprofit, Anna has crystal clarity on her organization's mission and the talent gaps holding back its execution. Her two functional directors operate in silos when they need to look out and ahead, partner across, and provide feedback down, all in service of the company's strategic priorities. The directors have long tenures with the company and critical experience, but they need to level up. Anna also sees gaps among two senior individual contributors. They are deeply experienced but struggle to influence across functions and hesitate to challenge outdated practices.

As the new CEO of a large nonprofit, Anna has crystal clarity on her organization's mission and the talent gaps holding back its execution. Her two functional directors operate in silos when they need to look out and ahead, partner across, and provide feedback down, all in service of the company's strategic priorities. The directors have long tenures with the company and critical experience, but they need to level up. Anna also sees gaps among two senior individual contributors. They are deeply experienced but struggle to influence across functions and hesitate to challenge outdated practices.

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Anna contacts Ben, the head of talent development, and asks for suggestions.

Anna contacts Ben, the head of talent development, and asks for suggestions.

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"You're asking these four employees to shift how they show up as leaders—of their teams, their functions, or their programs," Ben says. "You want them to hone complex competencies that involve behaviors, mindsets, and attitudes, meaning this isn't a development challenge we can address through training. Each of them has a different learning preference, too, so we should personalize the offerings. Based on what you need from them and what I know about their potential, I recommend we explore coaching."

"You're asking these four employees to shift how they show up as leaders—of their teams, their functions, or their programs," Ben says. "You want them to hone complex competencies that involve behaviors, mindsets, and attitudes, meaning this isn't a development challenge we can address through training. Each of them has a different learning preference, too, so we should personalize the offerings. Based on what you need from them and what I know about their potential, I recommend we explore coaching."

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"No way," responds Anna. "We tried coaching at my previous organization. We invested a lot of time and money and saw no return. The leaders went to all their sessions but did not change their behaviors. Coaching doesn't work. What else do you suggest to fix my leaders?"

"No way," responds Anna. "We tried coaching at my previous organization. We invested a lot of time and money and saw no return. The leaders went to all their sessions but did not change their behaviors. Coaching doesn't work. What else do you suggest to fix my leaders?"

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Ben sighs, imagining the scenario at Anna's previous company. Executives recognize that their leaders need development, suggest coaching to do it, and allocate money—but they act without a clearly communicated strategic foundation connecting that talent investment to business outcomes. The result? Programs don't stick, the company can't measure return on investment, and skeptical executives view coaching as a "TD thing" rather than a business necessity.

Ben sighs, imagining the scenario at Anna's previous company. Executives recognize that their leaders need development, suggest coaching to do it, and allocate money—but they act without a clearly communicated strategic foundation connecting that talent investment to business outcomes. The result? Programs don't stick, the company can't measure return on investment, and skeptical executives view coaching as a "TD thing" rather than a business necessity.

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Ben suspects that Anna's previous company had jumped to the how (execution) before building a compelling case for the why . It is up to him to connect the dots for Anna between a coaching investment and delivery of measurable results.

Ben suspects that Anna's previous company had jumped to the how (execution) before building a compelling case for the why. It is up to him to connect the dots for Anna between a coaching investment and delivery of measurable results.

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Using guidance from my book Developing Your Business Leaders: A Guide to Investing at All Levels (ATD Press), let's help Ben change Anna's mind on coaching as the right solution for her challenge—and provide you with a framework for doing the same.

Using guidance from my book Developing Your Business Leaders: A Guide to Investing at All Levels (ATD Press), let's help Ben change Anna's mind on coaching as the right solution for her challenge—and provide you with a framework for doing the same.

Step 1. Anchor in the strategic why

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Before Ben researches coaching providers, he must answer a fundamental question: Why does it matter that critical team members demonstrate more effective communication, collaboration, and confidence? Anna sees a gap, but how are the missing behaviors affecting the organization's vision, mission, and strategy?

Before Ben researches coaching providers, he must answer a fundamental question: Why does it matter that critical team members demonstrate more effective communication, collaboration, and confidence? Anna sees a gap, but how are the missing behaviors affecting the organization's vision, mission, and strategy?

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The answer becomes the foundation of Ben's business case triangle, which is a framework connecting three essential points: industry and organizational context (the why ), leadership competencies (the what and who ), and the coaching engagement (the how ).

The answer becomes the foundation of Ben's business case triangle, which is a framework connecting three essential points: industry and organizational context (the why), leadership competencies (the what and who), and the coaching engagement (the how).

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Start with the strategic context. What challenges must leaders address that affect their company's ability to fulfill its mission? In Anna's case, her nonprofit is streamlining its service offerings and markets to offset a struggling economy while simultaneously digitalizing service delivery. Those modifications require her directors to think beyond their functional boundaries, rapidly learn new technology, and navigate significant change. Generic leadership development won't do; the directors need to acquire specific capabilities essential to organizational survival.

Start with the strategic context. What challenges must leaders address that affect their company's ability to fulfill its mission? In Anna's case, her nonprofit is streamlining its service offerings and markets to offset a struggling economy while simultaneously digitalizing service delivery. Those modifications require her directors to think beyond their functional boundaries, rapidly learn new technology, and navigate significant change. Generic leadership development won't do; the directors need to acquire specific capabilities essential to organizational survival.

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To pinpoint the strategic why, Ben can step fully into his investor role and do his homework, reading the organization's strategic plans and annual reports and taking notes during town halls. He can research the industry online to ground himself in the big picture and then validate it through conversations with Anna and other senior leaders about what's keeping them up at night.

To pinpoint the strategic why, Ben can step fully into his investor role and do his homework, reading the organization's strategic plans and annual reports and taking notes during town halls. He can research the industry online to ground himself in the big picture and then validate it through conversations with Anna and other senior leaders about what's keeping them up at night.

Step 2. Define the what and who with precision

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Once Ben establishes why the identified TD focus areas matter strategically, he can define what competencies leaders at different levels must demonstrate. Generic statements such as "good leadership improves performance" won't secure budget approval. Instead, articulate how specific leadership behaviors directly support the organization's objectives.

Once Ben establishes why the identified TD focus areas matter strategically, he can define what competencies leaders at different levels must demonstrate. Generic statements such as "good leadership improves performance" won't secure budget approval. Instead, articulate how specific leadership behaviors directly support the organization's objectives.

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The most common pitfall at this stage is skipping the strategic connection between what and why entirely. Organizations invest thousands of dollars in coaching programs focused on interesting but less mission-critical competencies. Without anchoring in the strategic context, coaching becomes an expensive activity rather than a valuable investment.

The most common pitfall at this stage is skipping the strategic connection between what and why entirely. Organizations invest thousands of dollars in coaching programs focused on interesting but less mission-critical competencies. Without anchoring in the strategic context, coaching becomes an expensive activity rather than a valuable investment.

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Start by mapping competencies to leader populations. Leverage available research on must-have leadership qualities for different audiences and align them with your own defined behaviors.

Start by mapping competencies to leader populations. Leverage available research on must-have leadership qualities for different audiences and align them with your own defined behaviors.

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Anna's directors, a hybrid of senior leaders and middle managers, need development in strategic thinking so they can more effectively identify patterns to make smart decisions about the future, balance quick wins with long-term success, and allocate resources appropriately. Her senior individual contributors need to boost their ability and willingness to cultivate innovation, implementing the best creative ideas while championing the continued exploration of out-of-the-box options.

Anna's directors, a hybrid of senior leaders and middle managers, need development in strategic thinking so they can more effectively identify patterns to make smart decisions about the future, balance quick wins with long-term success, and allocate resources appropriately. Her senior individual contributors need to boost their ability and willingness to cultivate innovation, implementing the best creative ideas while championing the continued exploration of out-of-the-box options.

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Such competency mapping strengthens Ben's business case in two critical ways. First, it demonstrates that he understands the challenges different leader levels face. Second, it enables him to tie coaching outcomes directly to measurable leadership performance changes. When he can show that directors' recommendations reflect cross-functional perspectives, resulting in higher quality and faster decision making, Ben creates tangible evidence of coaching value.

Such competency mapping strengthens Ben's business case in two critical ways. First, it demonstrates that he understands the challenges different leader levels face. Second, it enables him to tie coaching outcomes directly to measurable leadership performance changes. When he can show that directors' recommendations reflect cross-functional perspectives, resulting in higher quality and faster decision making, Ben creates tangible evidence of coaching value.

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The precision principle applies equally to selecting participants. Rather than offering coaching to high-potential leaders or anyone interested, Ben can identify specific individuals whose development will create the greatest organizational impact. For instance, he may consider:

The precision principle applies equally to selecting participants. Rather than offering coaching to high-potential leaders or anyone interested, Ben can identify specific individuals whose development will create the greatest organizational impact. For instance, he may consider:

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  Newly promoted leaders whose success in larger roles is critical to performance

  Newly promoted leaders whose success in larger roles is critical to performance

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  Promotion-ready leaders with identified next-level competency gaps

  Promotion-ready leaders with identified next-level competency gaps

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  Strong performers struggling to adapt to culture changes who represent retention risks, such as Anna's four senior team members

  Strong performers struggling to adapt to culture changes who represent retention risks, such as Anna's four senior team members

Step 3. Choose coaching as the strategic how

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With clear understanding of the strategic why, targeted what, and specific who, Ben can now evaluate the optimal how. The evaluation should consider coaching's unique strengths against other development options.

With clear understanding of the strategic why, targeted what, and specific who, Ben can now evaluate the optimal how. The evaluation should consider coaching's unique strengths against other development options.

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Coaching excels when there's a need for depth over breadth, when leaders require personalized support to address complex behavioral challenges. It works best for competencies that require sustained practice, reflection, and accountability rather than simple knowledge transfer.

Coaching excels when there's a need for depth over breadth, when leaders require personalized support to address complex behavioral challenges. It works best for competencies that require sustained practice, reflection, and accountability rather than simple knowledge transfer.

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In Anna's situation, her directors' need for strategic agility combined with change resilience and collaborative leadership represents the type of complex behavioral development that training couldn't address.

In Anna's situation, her directors' need for strategic agility combined with change resilience and collaborative leadership represents the type of complex behavioral development that training couldn't address.

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Compare coaching to other development approaches honestly. If leaders need technical skills or industry knowledge, training may be more appropriate. If behavioral issues require immediate correction, performance management conversations take priority over developmental coaching.

Compare coaching to other development approaches honestly. If leaders need technical skills or industry knowledge, training may be more appropriate. If behavioral issues require immediate correction, performance management conversations take priority over developmental coaching.

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The strongest business cases position coaching as part of an integrated development strategy rather than a standalone solution. Ben could pair a workshop on cross-functional collaboration and problem solving, to provide a baseline set of skills, with coaching, which will deepen the learning for each participant in a personalized manner.

The strongest business cases position coaching as part of an integrated development strategy rather than a standalone solution. Ben could pair a workshop on cross-functional collaboration and problem solving, to provide a baseline set of skills, with coaching, which will deepen the learning for each participant in a personalized manner.

Step 4. Embed coaching into core talent processes

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Coaching works best when the TD function weaves it through the talent life cycle rather than offering it as an isolated program. Such integration ensures coaching is targeted, timely, and tied directly to business outcomes as well as makes the investment harder to cut when budgets tighten.

Coaching works best when the TD function weaves it through the talent life cycle rather than offering it as an isolated program. Such integration ensures coaching is targeted, timely, and tied directly to business outcomes as well as makes the investment harder to cut when budgets tighten.

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During recruitment and onboarding, use coaching to address early behavior gaps. When newly hired leaders meet technical and strategic criteria but show gaps in critical leadership behaviors (such as delegation, feedback delivery, and cross-functional collaboration), assign coaches within their first 90 days. Make coaching part of their development plan with goals tied to identified gaps and organizational leadership competencies.

During recruitment and onboarding, use coaching to address early behavior gaps. When newly hired leaders meet technical and strategic criteria but show gaps in critical leadership behaviors (such as delegation, feedback delivery, and cross-functional collaboration), assign coaches within their first 90 days. Make coaching part of their development plan with goals tied to identified gaps and organizational leadership competencies.

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In performance management, use coaching engagement milestones as part of performance review evidence. Goal setting, midpoint check-ins, and measurable behavior changes become data points that managers can reference in development conversations. Ensure leaders' managers participate in progress reviews with coaches to reinforce alignment between coaching goals and business objectives.

In performance management, use coaching engagement milestones as part of performance review evidence. Goal setting, midpoint check-ins, and measurable behavior changes become data points that managers can reference in development conversations. Ensure leaders' managers participate in progress reviews with coaches to reinforce alignment between coaching goals and business objectives.

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Ben can coach Anna to, in turn, coach her directors through their own coaching engagements. She can ask the leaders questions such as:

Ben can coach Anna to, in turn, coach her directors through their own coaching engagements. She can ask the leaders questions such as:

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  Since you began the coaching process, how are you engaging differently across functions?

  Since you began the coaching process, how are you engaging differently across functions?

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  How is your team benefiting from your stronger change resilience?

  How is your team benefiting from your stronger change resilience?

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  What are your biggest takeaways from the coaching process?

  What are your biggest takeaways from the coaching process?

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  What have you learned about yourself that you didn't know before?

  What have you learned about yourself that you didn't know before?

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For succession planning, flag high-potential leaders in talent reviews and pair them with coaches to accelerate readiness for next-level roles. Focus coaching on gaps between current capability and future role requirements—both technical leadership skills and cultural leadership expectations. Document coaching progress in succession planning profiles so decision makers have real data on readiness, not just gut impressions.

For succession planning, flag high-potential leaders in talent reviews and pair them with coaches to accelerate readiness for next-level roles. Focus coaching on gaps between current capability and future role requirements—both technical leadership skills and cultural leadership expectations. Document coaching progress in succession planning profiles so decision makers have real data on readiness, not just gut impressions.

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As Anna's organization grows, she needs leaders skilled enough to move into larger roles. Pairing the directors in the succession pipeline with coaches strengthens their current capabilities and serves as an investment in their future readiness. It also supports internal promotions and retention-enabling career paths instead of external (and likely more expensive) hiring. Such integration deepens the coaching business case not just for Anna, but for the directors participating in the process.

As Anna's organization grows, she needs leaders skilled enough to move into larger roles. Pairing the directors in the succession pipeline with coaches strengthens their current capabilities and serves as an investment in their future readiness. It also supports internal promotions and retention-enabling career paths instead of external (and likely more expensive) hiring. Such integration deepens the coaching business case not just for Anna, but for the directors participating in the process.

Step 5. Identify the ROI

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Ben knows Anna has been burned by coaching investments that didn't yield a return. So, he will define success metrics that connect coaching outcomes to business results—returning to the why in his business case triangle. Behavior change indicators such as 360-degree feedback assessments and manager observations provide evidence of behavior changes. Business metrics such as reduced turnover demonstrate organizational impact. And cultural indicators such as engagement scores show broader system effects.

Ben knows Anna has been burned by coaching investments that didn't yield a return. So, he will define success metrics that connect coaching outcomes to business results—returning to the why in his business case triangle. Behavior change indicators such as 360-degree feedback assessments and manager observations provide evidence of behavior changes. Business metrics such as reduced turnover demonstrate organizational impact. And cultural indicators such as engagement scores show broader system effects.

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Remember Anna's strategic priorities: Streamline service offerings and markets and digitalize service delivery to become leaner and more agile. The time for her leaders to stay in their swim lanes has passed—Anna needs them to collaborate quickly, challenge each other, and spark innovation.

Remember Anna's strategic priorities: Streamline service offerings and markets and digitalize service delivery to become leaner and more agile. The time for her leaders to stay in their swim lanes has passed—Anna needs them to collaborate quickly, challenge each other, and spark innovation.

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She sets aggressive but achievable timelines for the technology implementation and measured milestone completion. Ben will advise her to listen intently for out-of-the-box thinking and coach her leaders when they revert to "this is the way we've done it." Ben will recommend they add questions about innovation and collaboration to the quarterly engagement survey and to exit interviews to assess employees' reactions to the directors' behavioral shifts. And both Anna and Ben will monitor customer satisfaction scores to ensure that directors and their teams provide seamless service during the restructuring.

She sets aggressive but achievable timelines for the technology implementation and measured milestone completion. Ben will advise her to listen intently for out-of-the-box thinking and coach her leaders when they revert to "this is the way we've done it." Ben will recommend they add questions about innovation and collaboration to the quarterly engagement survey and to exit interviews to assess employees' reactions to the directors' behavioral shifts. And both Anna and Ben will monitor customer satisfaction scores to ensure that directors and their teams provide seamless service during the restructuring.

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Numbers provide credibility, but stories make the case memorable and compelling. Ben can document specific examples of leaders applying coaching insights to solve real business challenges, capturing testimonials about coaching's impact on confidence, clarity, and capability. Those accounts transform data into business narratives that executives understand and remember.

Numbers provide credibility, but stories make the case memorable and compelling. Ben can document specific examples of leaders applying coaching insights to solve real business challenges, capturing testimonials about coaching's impact on confidence, clarity, and capability. Those accounts transform data into business narratives that executives understand and remember.

Step 6. Start small

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Launch with pilot programs designed to generate early wins and build momentum. Select leaders who are already open to coaching and whose development needs align with coaching's strengths. Choose situations where success is highly likely and visible to key stakeholders, enabling you to demonstrate the value of coaching before expanding the program.

Launch with pilot programs designed to generate early wins and build momentum. Select leaders who are already open to coaching and whose development needs align with coaching's strengths. Choose situations where success is highly likely and visible to key stakeholders, enabling you to demonstrate the value of coaching before expanding the program.

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Ben recommends that they test the coaching on one director whom he knows is eager for development and who has strong influence with her peers. He partners with Anna to communicate the why, what, and how of the program to all four directors, clarifying that they will learn from the pilot and expand coaching to the group if it achieves its strategic objectives. Anna incorporates the coaching into her regular conversations with the director, and Ben discusses the coaching in his weekly meetings with Anna.

Ben recommends that they test the coaching on one director whom he knows is eager for development and who has strong influence with her peers. He partners with Anna to communicate the why, what, and how of the program to all four directors, clarifying that they will learn from the pilot and expand coaching to the group if it achieves its strategic objectives. Anna incorporates the coaching into her regular conversations with the director, and Ben discusses the coaching in his weekly meetings with Anna.

A must-have solution

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By starting with the why instead of the how, Ben communicated a compelling case for coaching to Anna, resulting in a successful pilot with the four identified leaders. Anna was impressed enough by the results that she requested her own coach.

By starting with the why instead of the how, Ben communicated a compelling case for coaching to Anna, resulting in a successful pilot with the four identified leaders. Anna was impressed enough by the results that she requested her own coach.

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Employers build great leadership investment on purpose, process, and persistence—not just programs. The most sophisticated coaching engagement fails without strategic foundation, while targeted coaching connected to business outcomes creates value far beyond individual development.

Employers build great leadership investment on purpose, process, and persistence—not just programs. The most sophisticated coaching engagement fails without strategic foundation, while targeted coaching connected to business outcomes creates value far beyond individual development.

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The question isn't whether coaching works. Instead, ask yourself whether you're ready to build the strategic case that evolves coaching from a could-have initiative to a must-have for your organization's success.

The question isn't whether coaching works. Instead, ask yourself whether you're ready to build the strategic case that evolves coaching from a could-have initiative to a must-have for your organization's success.

When to Choose Coaching vs. Training

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Use coaching when:

Use coaching when:

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  Complex behavioral change is necessary.

  Complex behavioral change is necessary.

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  Individual challenges vary significantly.

  Individual challenges vary significantly.

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  Sustained practice and reflection are necessary.

  Sustained practice and reflection are necessary.

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  Development involves high-stakes or high-visibility roles.

  Development involves high-stakes or high-visibility roles.

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  Personal barriers are preventing skills application.

  Personal barriers are preventing skills application.

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  Integration of multiple competencies is necessary.

  Integration of multiple competencies is necessary.

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Use training when:

Use training when:

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  Knowledge gaps exist.

  Knowledge gaps exist.

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  Standardized skills are necessary across a group.

  Standardized skills are necessary across a group.

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  Efficient delivery to many people is necessary.

  Efficient delivery to many people is necessary.

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  Foundational concepts need establishment.

  Foundational concepts need establishment.

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  Compliance or certification requirements exist.

  Compliance or certification requirements exist.

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  Cost per participant is a primary concern.

  Cost per participant is a primary concern.

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Use both when:

Use both when:

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  Training provides the foundation and coaching enables application.

  Training provides the foundation and coaching enables application.

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  The group needs a common language or framework and individuals need customization.

  The group needs a common language or framework and individuals need customization.

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  Complex change requires multiple intervention points.

  Complex change requires multiple intervention points.

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  Maximum behavior change impact is the goal.

  Maximum behavior change impact is the goal.

Anticipate and Overcome Objections to Coaching

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Prepare for common pushback with evidence and alternatives.

Prepare for common pushback with evidence and alternatives.

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Too expensive. The cost objection requires reframing coaching as a strategic enabler rather than an expense. Calculate the cost of not developing leaders, such as turnover expenses, missed opportunities, team disengagement, and competitive disadvantage. Compare a coaching investment to those potential losses to demonstrate value.

Too expensive. The cost objection requires reframing coaching as a strategic enabler rather than an expense. Calculate the cost of not developing leaders, such as turnover expenses, missed opportunities, team disengagement, and competitive disadvantage. Compare a coaching investment to those potential losses to demonstrate value.

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No time. Time concerns need practical solutions. Propose flexible coaching schedules that work with business demands. Suggest intensive coaching periods during slower business cycles. Position coaching as a time investment that pays dividends through improved efficiency, better decision-making skills, and reduced problem-solving time.

No time.Time concerns need practical solutions. Propose flexible coaching schedules that work with business demands. Suggest intensive coaching periods during slower business cycles. Position coaching as a time investment that pays dividends through improved efficiency, better decision-making skills, and reduced problem-solving time.

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Doesn't scale. If your executives question scalability, describe the ripple effects of coaching. A coached director influences many employees and stakeholder relationships. Calculate that multiplier effect when defending coaching's reach.

Doesn't scale. If your executives question scalability, describe the ripple effects of coaching. A coached director influences many employees and stakeholder relationships. Calculate that multiplier effect when defending coaching's reach.

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Didn't work last time. Ask for details about the previous approach and then demonstrate how your approach differs. Prior coaching initiatives may have lacked strategic connection, clear metrics, or leadership accountability. Show how your why, what and who, and how, as well as your process integration, address those common failure points.

Didn't work last time. Ask for details about the previous approach and then demonstrate how your approach differs. Prior coaching initiatives may have lacked strategic connection, clear metrics, or leadership accountability. Show how your why, what and who, and how, as well as your process integration, address those common failure points.

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No success measures. Connect coaching to business metrics that leadership already tracks and to strategic objectives. Use existing performance review processes.

No success measures. Connect coaching to business metrics that leadership already tracks and to strategic objectives. Use existing performance review processes.