The Chemistry Trap
As an executive seeking a coach, you might assume that clicking with your potential coach should be your primary selection criterion. After all, coaching is an intimate professional relationship requiring trust, vulnerability, and openness. However, research suggests that while rapport matters, it shouldn't be your main deciding factor. Many executives select coaches based on personal chemistry or recommendations from their network. While these factors have their place, they can lead to suboptimal decision making. Research by de Haan and colleagues (2016) found that the initial rapport between coach and client was not significantly correlated with coaching outcomes. A 2015 study found that coach-coachee similarity had little effect on the coaching outcome and no significant effect on career satisfaction or organizational commitment. These surprising findings challenge our intuitive assumption that liking our coach is paramount. Here we explore what really drives coaching effectiveness and how to make an informed choice based on evidence rather than just intuition.
What Really Matters in Coaching Effectiveness
1. Clear Contracting and Goal Alignment: Studies have consistently shown that the most successful coaching engagements begin with explicit contracting and clear goal-setting. Athanasopoulou and Dopson's (2018) comprehensive review of executive coaching research found that coaching effectiveness depends more on structured goal-setting processes than on interpersonal chemistry. The most effective coaches demonstrate their professionalism through a well-defined coaching process, incorporating robust methods for setting and tracking goals and outcomes.
2. Professional Background, Expertise & Experience: Research by Jones and colleagues (2019) indicates that coaches with relevant business experience and psychological training tend to achieve better outcomes. The most successful coaches typically combine advanced degrees in psychology or organizational behavior with significant business experience, particularly in their client's industry or role. They maintain professional coaching certifications from recognized bodies and engage in ongoing professional development and supervision. This combination of academic knowledge and practical experience enables them to bridge the gap between theoretical understanding and real-world application.
3. Evidence-Based Coaching Approaches: The most effective coaches use methodologies grounded in psychological science. Grant's (2016) meta-analysis found that such approaches outperformed purely humanistic or intuitive methods. Professional coaches should be able to articulate their theoretical framework and methodology, explaining how their approach aligns with current research and describing their process for staying updated on coaching best practices. This commitment to evidence-based practice ensures that clients receive interventions that have been proven effective rather than relying solely on the coach's intuition.
4. Working Alliance Over Initial Chemistry: While initial chemistry isn't crucial, the development of a strong working alliance is. This alliance, according to research by Baron and Morin (2009), develops over time through several key elements. These include mutual agreement on goals and a shared understanding of tasks and responsibilities. Professional trust based on competence and reliability forms the foundation of this alliance, supported by clear boundaries and ethical guidelines. This professional relationship often proves more valuable than any initial personal connection. A 2024 study elicited similar findings, namely the coach's perception of a leader's readiness for coaching and the executive's trust in the coach predict skills development and performance improvement.
Making Your Selection: A Strategic Approach
The process of selecting an executive coach should be systematic and thoughtful. Begin by defining your objectives, including specific developmental goals, desired outcomes, timeframe for achievement, and success metrics. This clarity will help you evaluate potential coaches more effectively. When evaluating credentials and experience, look beyond surface-level qualifications. Consider the coach's educational background, professional certifications, and industry experience, but also examine their methodologies and frameworks to gain an appreciation for the rigor of their coaching. Carefully consider client testimonials, particularly from leaders in situations similar to yours. You should also explore how the coach handles resistance or setbacks, as these challenging moments often define the effectiveness of the coaching relationship. Ask about the operational and practical side of coaching too including the coach's availability and scheduling flexibility, the length of the engagement, their geographic location or virtual coaching capabilities, and their fee structure and terms.
According to research by Passmore and McGoldrick (2020), keep an eye out for the following indicators which point to less effective coaching:
- A coach who cannot articulate a clear methodology or who relies too heavily on personal experience rather than evidence-based approaches.
- Signs of poor professional boundaries.
- A lack of commitment to ongoing professional development might indicate stagnation in their practice.
- A coach who does not engage in their own coaching supervision.
The Path Forward
Selecting an executive coach represents a significant investment in your professional development. While personal chemistry can make the coaching process more enjoyable, the evidence suggests that successful outcomes depend more on the coach's expertise, methodology, and ability to establish a professional working alliance. When evaluating potential coaches, consider their ability to help you set and achieve clear goals, their professional qualifications, evidence-based approaches, and their capacity to establish and maintain professional boundaries. These factors contribute more significantly to coaching success than initial rapport.
Remember too that the most effective coaching relationships often involve productive tension. A coach who holds the mirror up to you, challenges your assumptions, and pushes you outside your comfort zone might initially feel less comfortable than one who simply affirms your existing perspectives. However, research shows that this constructive challenge, within a professionally bounded relationship, is often what drives the most significant leadership breakthroughs. By focusing on these evidence-based criteria rather than just personal chemistry, you're more likely to select a coach who can help you achieve meaningful professional growth and lasting behavioral change. The investment of time in making an informed selection will pay dividends in your coaching journey.
References
Athanasopoulou, A., & Dopson, S. (2018). A systematic review of executive coaching outcomes: Is it the journey or the destination that matters the most? The Leadership Quarterly, 29(1), 70-88.
Baron, L., & Morin, L. (2009). The coach‐coachee relationship in executive coaching: A field study. Human Resource Development Quarterly, 20(1), 85-106.
Bozer, G., Joo, B.-K., & Santora, J. C. (2015). Executive coaching: Does coach-coachee matching based on similarity really matter? Consulting Psychology Journal: Practice and Research, 67(3), 218–233.
de Haan, E., Grant, A. M., Burger, Y., & Eriksson, P. O. (2016). A large-scale study of executive and workplace coaching: The relative contributions of relationship, personality match, and self-efficacy. Consulting Psychology Journal: Practice and Research, 68(3), 189-207.
Grant, A. M. (2016). The efficacy of executive coaching in times of organisational change. Journal of Change Management, 16(4), 258-280.
Jones, R. J., Woods, S. A., & Guillaume, Y. R. (2019). The effectiveness of workplace coaching: A meta‐analysis of learning and performance outcomes from coaching. Journal of Occupational and Organizational Psychology, 92(2), 278-315.
Passmore, J., & McGoldrick, S. (2020). Current trends in coaching: A qualitative study with the European coaching community. International Coaching Psychology Review, 15(2), 31-45.
Weinberg, F. & Hausfeld, M. (2024). The role of relational mechanisms in the executive coaching process on client outcomes in distance coaching relationships. Journal of Managerial Psychology, Vol. 39 No. 6
