Coaching Pays Off

Research from the International Coach Federation (ICF) suggests that companies that invest in coaching have an average return on investment (ROI) of seven times the initial investment.

Studies attesting to the benefits of coaching abound. In fact, recent research from people development company Torch explored the “coaching ripple effect,” which establishes how coaching drives skill development. Specifically, the research found that when managers change as a result of coaching, direct reports change, too:

  • 9 in 10 employees report developing new skills as a result of their manager being coached.
  • 51 percent of respondents shared that their manager has helped encourage them to learn continuously (for example, by encouraging a growth mindset).
  • 67 percent of respondents agreed they’re more likely to seek out opportunities to develop new skills.

But one of the biggest benefits—and one that will almost certainly ensure leadership buy-in—is the return on investment organizations reap from coaching. Research from the International Coach Federation (ICF) suggests that companies that invest in coaching have an average return on investment (ROI) of seven times the initial investment. That’s why Hill Holm Coaching & Consulting founder Jessica Hill Holm believes “coaching isn’t just a mere employee perk or motivational boost. It’s an indispensable strategic imperative, driving measurable and impactful financial returns. The compelling 51 percent revenue uptick reported by organizations fortified with robust coaching cultures serves as irrefutable evidence.” Check out her article, “The 7X ROI of Employee Coaching,” to get a blueprint for a successful coaching program.

Resilience and Team Coaching

In today’s ever-changing world, one particular form of coaching—resilience coaching—can help individuals and organizations transform adversity into a catalyst for growth and success. “As a crucial skill in our personal development toolkit and corporate training programs, resilience coaching empowers individuals to leverage adversity rather than avoid it,” explains communication coach Amit Grinvald in “Coaching for Resilience: Harnessing Adversity to Fuel Growth.” “By thoughtfully integrating resilience coaching into corporate training, organizations can foster a more adaptable, resilient workforce capable of navigating challenges and contributing to a positive and productive work environment.”

In a similar vein, coaching the “systems” within teams helps build a psychologically safe space for individuals and groups with measurable goals aligned to organizational needs, according to Ram S. Ramanathan, founder of Coacharya. His article, “Revolutionizing Leadership Development with Systemic Team Coaching,” details the five-step process of the SPEED coaching model that is particularly effective for a senior leadership team charged with a well-defined performance objective critical to organizational growth. “Companies have realized that teams are critical to bond individuals collaboratively to common co-created organizational goals that work for all,” Ramanathan notes, “and that teams need to be developed through a planned process of emotional bonding with safety and trust, leading to individual and organizational wellness.”

For a deeper dive into a coaching case study, discover how not-for-profit organization Together for Children (TfC) partnered with The OCM, a UK-based global coaching and mentoring organization. The resulting coaching program has transformed TfC’s performance and the quality of its children’s services (see “Case Study: Together for Children’s Cultural Shift”).

Mentoring Matters, Too

Like coaching, mentoring can have a tremendous impact on an organization’s performance and success. But it is not always easy to find a mentor, particularly for those in small businesses. Rushi Patel, CRO and co-founder of small business team management app Homebase, writes in “How Can We Bridge the Small Business Mentorship Gap?,” “a massive 89 percent of small business owners who don’t have a mentor wish they did. The problem isn’t that opportunity isn’t there—it’s that we need to empower small business owners with the resources, knowledge, and confidence to find (and become) mentors.” He offers tips for uncovering opportunities for mentorship, as well as how small business leaders can become mentors.

Author and chairman of money management company High Vista, Ed Hajim stresses the importance of one-on-one training and mentoring. He recommends that companies provide mentors with time to become familiar with mentees and their background and offers a road map for this journey: The Four Ps, which focus on passions, principles, partners, and plans (see “One-on-One Training and Mentoring Is Essential for Future Growth”).

Factors in Awards Programs

Coaching and mentoring both feature prominently in two of our awards programs focusing on excellence in employee training and development and leadership development.

Our Emerging Training Leaders Awards program recognizes training professionals in the industry for 2 to 10 years who have demonstrated exceptional leadership skills, including acting as a mentor/coach and providing regular feedback. Click here to nominate one of your colleagues, direct reports, managers, or clients (no self-nominations; each company can nominate up to two candidates; there is no fee to nominate someone).

Coaching and Mentoring are two scored categories on our Training APEX Awards application, with judges looking at specific programs offered and the impact they have on helping to achieve specific business unit goals and the organization’s overall success. Click here to learn more and apply for the 2025 Training APEX Awards (applications are due September 3, 2024).

I’m happy to answer any questions you have about either of these awards programs—and coach you through the application process. Just e-mail me at or call me at 516.524.3504. I look forward to learning about how you are maximizing coaching and mentoring in your organization!

Lorri Freifeld
Lorri Freifeld is the editor/publisher of Training magazine. She writes on a number of topics, including talent management, training technology, and leadership development. She spearheads two awards programs: the Training APEX Awards and Emerging Training Leaders. A writer/editor for the last 30 years, she has held editing positions at a variety of publications and holds a Master’s degree in journalism from New York University.