The Business Case for Coaching

Return on Investment in Executive Coaching  Willem Jan Hofmans

Abstract :
Executive coaching, as defined as an intervention aimed toward helping executives improve their performance and consequently the performance of the overall organisation, has gained enormously in popularity. However there are few empirical studies which link coaching to improved results, and therefore there is little evidence of its effectiveness as a leadership development tool.
From a managerial viewpoint the issue is that the Return on Investment (ROI) of coaching is not easily measurable.

The relevance of this research project to the field of management is that it will provide a basis for managers to evaluate the effectiveness of executive coaching through the application of an integrated coaching evaluation framework considering the client, coach, client-coach relationship and coaching methodology, as well as providing the field of management with empirical evidence regarding the business impact of executive coaching for 100 (planned) coaching engagements.
As an Executive Coach for the last three years, this research study will allow me to take a rigorous, academic approach to better understanding this field. From a professional practice point of view this research will contribute to the further professionalisation of executive coaching and provide a platform for marketing the results of this research in support of business development.
If you have been tasked with making a business case for coaching, here are some fundamental elements around which to structure your thinking:


  • A summary of leaders’ expectations, performance gaps and business needs
  • A synopsis of the value message: How coaching will meet these expectations, close the gaps and help achieve business goals
  • Description of the coaching programme, including objectives and measures
  • Roles, responsibilities and ways of working for successful partnership
  • The key benefits for specified stakeholders
  • The investment required for the coaching programme
  • Success factors and risk factors
  • How the coaching programme will be evaluated


If you would like help to construct a business case for coaching contact me –

NOW ACCEPTING NEW CLIENTS : Coaching via Skype / Facetime / 1 to 1 meetings

I have an MBA, BA and I am a member of the Association for Coaching. I am an accredited coach with over 12 years of private client coaching experience and as an associate consultant with Penna (UK) dealing with career, life,executive,strategy and business coaching and counselling.


I work in mentoring and coaching partnerships with executives to help achieve gains of importance to them.I help people of all ages, different cultures and job levels to understand more about themselves, their impact on others and how to develop across major dimensions in life.
I respect the integrity and confidentiality of my clients building on their existing great skills and abilities and evolving enhanced self guidance : ” No one in the world was ever you before, with your particular gifts and abilities and possibilities.”


My career experience includes HR Director and senior executive roles in Barclays plc and Tesco plc leading major transformation and complex change programmes reporting at Board level .


Business case development

Holistic / systemic approach to coaching
Remote coaching via Skype and Apple Facetime
Coaching for Executive performance /High Potential including C level
First 100 days
Career Coaching/portfolio lifestyle
Coaching for powerful presentations
Life Coaching
Executive advice on staff insight surveys
Facilitating key meetings and C- level strategic  retreats engaging around people decisions that flow from business choices
Business/HR Strategy ,Change Leadership
Communications strategy
Psychometrics,NLP,Emotional Intelligence
Confidence&Self Esteem
Creativity coaching
Independent Consulting propositions coaching
Non Executive director coaching
Business Report/White Paper writing
Graduate career coaching

Just a thought :

Five frogs are sitting on a log.
Four decide to jump off. How many are left?

Answer: five. Why? Because there’s a difference between deciding and doing.

Mark Feldman

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