Executive coaching has grown significantly in popularity over the past decades. However, because the industry remains largely unregulated, misconceptions about executive coaching persist—especially in regions where the practice is still emerging. Many professionals and organizations are still unclear about what coaching truly entails.
Fortunately, the perception of executive coaching has evolved. It is now widely recognized that modern executive coaching is more about unlocking potential than simply teaching, instructing, or training. In multinational corporations, executive coaching is increasingly seen as a tool for developing high-potential leaders rather than a remedial solution for underperformers.
Despite this progress, several myths about executive coaching persist. It’s time to set the record straight.
Myth #1 Executive Coaching is always Action-Oriented
Organizations invest in executive coaching to help leaders get better results, such as improved leadership effectiveness, employee engagement, or overall business performance. Understandably, there is often pressure to see immediate action.
And so, while taking action is necessary to get visible results, it is a common misperception that executive coaching is always action-oriented. Of course, everyone—the executive, stakeholders, and the coach—wants to see results quickly. But this creates an unhealthy pressure for instant action. Consequently, inexperienced coaches try to push their clients into action too early, resulting in the bitter experience that ‘coaching is not working’ or, in the worst case, leading to the premature termination of the coaching assignment.
Clients need to take action at some point in time, but if pushed into action prematurely, it just doesn’t work. In order to take actions that get sustainable results, the client must be truly ready to take action.
“Wait a moment,” you might say. “Isn’t the whole point of working with an executive coach to help leaders change their behaviors and take actions they wouldn’t otherwise take?”
Yes, but timing is crucial.
As outlined in the book Changing for Good by James Prochaska et al. (Prochaska, Diclemente and Norcross, 1994), successful behavioral change follows six stages: pre-contemplation, contemplation, preparation, action, maintenance, and termination. Action is only one stage of a much larger complex process. Skipping the earlier stages undermines the likelihood of lasting change.
Imagine trying to persuade someone in denial about their drinking problem to join an Alcoholics Anonymous meeting. If they don’t recognize the issue—“it’s juste everyone else who thinks I have a drinking problem” — , why would they take action?
Similarly, a leader who is not ready to accept that others perceive him or her as either too abrasive or not assertive enough will not do anything about it.
Exploration and reflection are mission-critical phases in executive coaching. Before leaders can change outward behaviors, internal shifts must occur. The internal progress made during exploration and reflection, however, is usually not visible on the outside—and unfortunately, this progress is not truly valued in our action- and performance-oriented society.
Think of executive coaching like growing a tree: you plant a seed, provide the right conditions like great soil and the right amount of water—and wait. Growth happens beneath the surface before anything appears above ground. But when it does, it’s strong and lasting. Just as you wouldn’t force a seedling to grow faster, executive coaching must allow leaders the necessary time for personal development to be sustainable.
Myth #2 Executive Coaching Focuses on the Future while Therapy Focuses on the Past
Many coaching schools and even respected publications like Harvard Business Review (Coutu and Kauffman, 2009) have suggested that the fundamental difference between coaching and therapy is that therapy focuses on the past, while coaching focuses on the future. I believe this is profoundly wrong.
Of course, corporations hire executive coaches because they want to see better future results. And, certainly, coaching is not about dwelling on the past. However, every coaching client enters the process as the person they are today—and we are all products of our pasts. You are the person you are today because of everything that has happened with you and to you since you were born — in fact, shaping you started already in your mother’s womb.
If a leader wants to change an unproductive behavior, such as micromanaging their team or avoiding difficult conversations, they often need to understand why that behavior developed in the first place.
The human brain always seeks the best possible decision or action at any given moment. This means that even unproductive behaviors once served a purpose. Recognizing this underlying motivation can be key to letting go of old habits and adopting more effective leadership behaviors.
In executive coaching, exploring past experiences can provide valuable insights that drive future success. Understanding the origins of certain behaviors isn’t about dwelling on the past—it’s about leveraging self-awareness to make more effective choices moving forward.
Myth #3 The Coaching Method Matters Most
A quick Internet search for “coaching model” yields hundreds of millions of results. When selecting an executive coach, organizations often focus on the specific method, model, or process the coach uses. While having a structured approach is important, the method itself is not the most critical factor in successful coaching.
A coach who begins every session with, “What should we discuss today?” without a clear framework is not conducting professional executive coaching. However, as Tomas Chamorro-Premuzic points out in The Talent Delusion, research suggests that a coach’s personality and approach matter more than the specific coaching model they use (Chamorro-Premuzic, 2017).
When the “magic” happens in executive coaching, it is often the result of the coach’s ability to create a safe space for the client in which they can gain new insights and expand their thinking. Effective coaching blends science and art, relying heavily on the coach’s ability to foster meaningful change in their client’s thinking and behavior. And this is often rooted in who the coach is rather than what he or she does.
So, when selecting an executive coach, don’t get too caught up in impressive-sounding coaching methodologies. Instead, focus on finding a coach whose personality and approach align with the needs of the leader being coached. The right fit will have a far greater impact than the specific coaching process used.
Conclusion
Executive coaching is a powerful tool for leadership development, but misconceptions about coaching can limit its effectiveness. By understanding that executive coaching is not always about immediate action, that the past has formed the present and will impact the future, and that the coach’s personality matters more than their methodology, organizations can make better decisions about how to leverage coaching for success.
When looking for an executive coach, focus on who the coach is rather than rigidly assessing their credentials and processes. The right executive coach will help leaders unlock their full potential—not by forcing action but by providing a safe space for reflection leading to sustainable personal growth.
Would you like to find out if I am the right executive coach for you? Please contact me to schedule a complimentary exploratory session. I look forward to hearing from you!
References
Prochaska, J.O., Diclemente, C.C. and Norcross, J.C. (1994). Changing for Good: A Revolutionary Six-Stage Program for Overcoming Bad Habits and Moving Your Life Positively Forward. New York: Collins.
Coutu, D. and Kauffman, C. (2009). What Can Coaches Do for You? [online] Harvard Business Review. Available at: https://hbr.org/2009/01/what-can-coaches-do-for-you [Accessed 7 Mar. 2025].
Chamorro-Premuzic, T. (2017). The Talent Delusion. London: Piatkus.