Organizations invest in executive coaching to strengthen leadership effectiveness, accelerate development, and drive meaningful business outcomes. But how do they know whether that investment is making a lasting difference?

We at The Leadership Development Group (TLD Group) have a firsthand view of leaders’ coaching experiences and development. One question is central to our work: How does the value of coaching endure after the final session?

Our follow-up Coaching ROI Survey explores these questions by examining the experiences of senior leaders who have completed executive coaching engagements. Their self-reported feedback offers insight into coaching’s sustained influence on leadership behaviors, working relationships, and progress toward development goals.

From Development Goals to Everyday Leadership Effectiveness

In TLD Group's follow-up Coaching ROI Survey, 88% of respondents agreed or strongly agreed with each of four statements about the impact of their coaching experience:

• Greater leadership effectiveness: They felt better equipped to execute their leadership responsibilities.
• Improved performance: Their overall job performance had improved.
• Progress toward development goals: They had made meaningful progress on their Individualized Development Action Plan (IDAP).
• Sustained application: They continued using the tools and techniques acquired through coaching after their engagement ended.

These findings suggest that leaders are translating coaching insights into everyday practices. Their experiences illustrate what those changes look like.

Stronger Leaders Build Stronger Teams

A recurring theme among respondents was a shift in how they supported and empowered their teams. Leaders described delegating more effectively, clarifying expectations, strengthening accountability, and creating opportunities for others to take ownership.

For Kimi Kobayashi, Chief Medical Officer at UMass Memorial Medical Center, coaching strengthened both self-awareness and the ability to develop others:

“I feel more aware of my strengths and what I need to do to keep working on my areas of opportunity. I also feel better equipped to mentor and coach other leaders who report to me.”

When leaders become more effective at developing others, coaching’s benefits can extend beyond the individual engagement—building team capabilities and creating greater capacity for strategic work.

Turning Self-Awareness into Sustainable Leadership Practices

Respondents also described becoming more effective at navigating complex relationships, managing conflict, influencing colleagues, and leading through organizational change. Some emphasized increased confidence, while others highlighted a greater ability to lead intentionally and authentically.

Jennifer Junis, President of OSF OnCall Digital Health, described how coaching shifted her understanding of her own value during a period of organizational change:

“One of the most meaningful outcomes was learning to view my value through my own lens, rather than through the expectations or perceptions of others. That shift helped me show up with more confidence, purpose, and authenticity.”

What helped these changes endure? What helped leaders sustain new practices? Respondents frequently pointed to candid feedback, deeper self-awareness, and practical tools they could continue using independently. These elements helped them translate development goals into more intentional leadership behaviors.

Advancing Careers, Navigating Transitions, and Expanding Leadership Capacity

Some respondents reported promotions, expanded responsibilities, and successful leadership transitions, identifying coaching as a contributing factor in their growth. Others described stronger strategic partnerships, more effective handoffs to successors, and greater ability to protect time for higher-priority work. Although these outcomes cannot be attributed exclusively to coaching, they illustrate its perceived contribution to leadership readiness and capacity.

Measuring What Matters: The Value That Endures

For CHROs, talent management executives, and learning and development leaders, these findings reinforce the importance of evaluating coaching beyond participant satisfaction. A more meaningful assessment considers what happens after the engagement concludes:

• What leadership behaviors have changed?
• Which new practices have become sustainable?
• How have those changes influenced team effectiveness and stakeholder relationships?
• How is the leader's development contributing to broader organizational priorities?

Self-reported feedback provides an important perspective on coaching's perceived value and sustained application. However, it does not, on its own, establish a calculated financial return on investment. A more comprehensive evaluation combines leaders' experiences with stakeholder observations, progress against development goals, and relevant measures of leadership and organizational performance.

At TLD Group, our approach to executive coaching emphasizes alignment between individual development goals, stakeholder expectations, and organizational priorities. The objective is not simply to support leaders during a defined engagement, but to equip them with the awareness, capabilities, and practical tools to sustain their growth long afterward.

The most meaningful measure of coaching isn't simply what leaders gain during the experience. It's what they continue to put into practice after it ends.

What Would Lasting Leadership Impact Look Like in Your Organization?

Connect with TLD Group to explore how a strategically aligned executive coaching approach can strengthen leadership effectiveness, support organizational goals, and provide meaningful ways to evaluate impact over time.

Findings reflect self-reported feedback from senior leaders who completed TLD Group executive coaching engagements. Testimonials are shared with participants' permission.