If someone is skeptical about coaching, I doubt he/she will be swayed by any data. I suggest the following. Look around you and look at 1 or 2 leaders that you really like, leaders you consider are part of your succession plan. Do you see 1 or 2 areas of their leadership that they need to develop? Now hire a coach and give them 6-9 months. My bet would be that you would change your views about coaching somewhere within these months. Are you up for the challenge?

In my personal view, as a change champion in an Organization, my job is not to prove the inhibitions of the C-suite wrong but to help them understand on how executive coaching is, not just about individual development, but is indeed a strategic investment in building a competent (Org. contextual), nimble and receptive leadership for future success...in my experience I have achieved c-suite sponsorship, starting with digging deeper than ROI - by probing to understand the real inhibition that's beyond just the ROI, then follow the same steps as mentioned above - establish tangible cases studies, link coaching goals to Org goals, establish ROI metrics (both short and long term) and setting up a PMO to ensure closures of every initiative etc.

Ouf ! Heureusement que le doute, antidote à l'arrogance, vit dans la pensée des cadres dirigeants et pourquoi ne pas douter aussi de l'impact du coaching ! : « tout ce que je sais, c’est que je ne sais rien », dirait Socrate. Le coaching et/ou la supervision des dirigeants sont des espaces confidentiels dans lesquels il est possible de penser à voix haute et de rompre la solitude du doute auprès d'un professionnel de l'accompagnement attentif et stimulant Ces conversations privées ouvrent la créativité et la réflexivité pour de nouvelles aventures paradoxales, à la fois pragmatiques et audacieuses !

After retiring, I took to my passion for horses. In time, I developed an executive program for teaching communication and EQ through horses. I must confess I learned a great deal, and so did the participants in my course. Now, doing one-on-one executive sessions with horses, I do find a dramatic shift in both communication and interaction with the people. So, in a nutshell, we are all learning always, no matter at what level we are.

While coaching doesn't look or sound like a technical or scientific tool, outcome can indeed be measured over time. Coaching is a long haul process that requires infinite efforts and commitment. Coaching will not work out by itself if the client doesn't. Last but not least, Coaching is futile when the client doesn't believe in it.

Efforts of Executive Coaching and results there in will make doubts clear in the minds of people who are taking coaching. Executive coaching is different from training and traditional processes of learning Leadership approach and mindset needs to be positive and consistent.

Leaders being the catalyst to drive change, to develop in areas with common goals such as the organization sustain growth in odds. Now in ensuring that they are to remain open to welcome new ideas and evaluate those with most probable effective one. In that journey a mindset like, “I know all and don’t need help with new ideas or my way is the best and does not require any improvement”, are the exact road block to the growth potential of the organization. In my mind having a welcoming attitude to bring outside in, shows the urge of someone to grow and intend to continue the value addition to the higher cause. One out of few other conditions to evaluate leadership potentials.

As a training and coaching center, we believe that coaching is a professional activity that has proven its performance on different sectors: sports, show biz, artistic professions and for sure businesses. Some of the factors that can help shows its great impacts are : - results : a lot of our clients are now not only our partners but also our ambassadors. They have experienced the effects of coaching and they are taking benefit from their new skills, behaviors and accomplishments; - key performance indicators: in all our coaching sessions, our clients are the ones who decides for the evaluation indicators. That makes them responsible of their results, their progress and their performance. Their satisfaction is the greatest testimonial.

This is an opportunity for deeper understanding, not immediate persuasion. My first step is to explore the source of their doubt, whether it stems from past experiences or a belief that they simply don’t need coaching at the moment. If it's the former, I’d focus on listening to their stories to understand what went wrong and how it shaped their perspective. If it’s the latter, I’d gently explore areas they might want to improve in their roles. Ultimately, my goal is to determine whether my coaching approach can serve them, help them find the right match elsewhere, or affirm that they are already whole and complete.

Beim Coaching oder der Beratung von Führungskräften geht es nicht primär um hard facts die gemessen werden. Diese Sprache beherrschen sie. Vergessen gehen jedoch die vielen nicht messbaren Prozesse die zum Erfolg beitragen. Im Coaching von Managern geht es also um soft skills, es geht darum sich-seiner-selbst-bewusst zu werden. Allein sich selbst im im Business-Alltag zu reflektieren ist eine sehr hohe Anforderung. Coaches sind Sparringpartner, die Fragen stellen, die sich ein Manager selbst kaum stellen würde. 
 Die Wirkung zeigt sich in besserem Wohlbefinden und bewussteren Entscheidungen, was auch auf die anderen Mitarbeitenden ausstrahlt und insgesamt zum Erfolg des Unternehmens beiträgt. Die Zahlen und Fakten werden es belegen.