Coaching has been shown to lead to:
The coaching alliance is based on confidentiality, rapport, trust and commitment to be open to learning. Because of the unique nature of this special, supportive alliance the coachee is often able to explore their assumptions and biases, as well as consider other perspectives and approaches.
According to Stawiski, Belzer and Saas, "experiences that challenge the coachee create disequilibrium and deliver the greatest developmental opportunities. Challenges can include stretching to new or different behaviors outside the coachee’s comfort zone, as well as analyzing potential internal or external obstacles that prevent people from moving forward."
People who have received coaching are rated by others as significantly more effective, more satisfied in their jobs, more inspiring to others, and having accomplished more goals than a group of peers who did not receive coaching. Others studies have repeatedly found that coaching increases goal attainment, well-being, effective leadership style, and overall leadership effectiveness.
In a recent Center for Creative Leadership study, 98% of coaching clients said their coach "provided practical, realistic, and immediately usable input" in addition to helping them "identify specific behaviors that would help me achieve my goals." Sixty-one percent of peers and managers who rated the effectiveness of coaching said that the coaching client had made significant progress toward their goals. Moreover, 95% of coaching clients said that to a moderate or high extent the coaching "was worth the time and effort required." Finally, 90% of people coached said they would recommend their coach to a colleague and 60% said that "a significant amount" or "all" progress could be attributed directly to an outgrowth of the coaching conversations!
Source: Stawiski, Belzer and Saas. Building the Case for Executive Coaching. Center for Creative Leadership