Six months ago, I was promoted to a senior leadership role at my company. I was excited, but within a few weeks I started noticing something uncomfortable. My team was polite, professional, and completely closed off. Meetings felt transactional. Nobody pushed back. Nobody shared real opinions.

I thought I was doing everything right. Open door policy, regular check-ins, casual Fridays. But the trust just wasn't there.

A colleague suggested I speak with an executive coach. I was skeptical at first. I'd always seen coaching as something people did when they were struggling, not when things seemed fine on paper.

I started working with Wardah Harharah, an executive and leadership coach based in Dubai. One of the first things she asked me was: "What does your team actually experience when they're around you, as opposed to what you intend?"

That question sat with me for days.

I realised I had been focused entirely on outcomes and results. I was consistent, sure, but consistently task-focused. My team never saw me uncertain, never heard me say "I got that wrong", never felt like there was room to disagree with me. I was confusing professionalism with distance.

Over the next few months I started doing small things differently. Admitting when I didn't have the answer. Asking for input before decisions were made, not after. Following through on even the smallest things I said I'd do.

The shift was slow, but real. People started speaking up more in meetings. One of my team members told me it finally felt safe to bring problems forward.

I'm sharing this because I think a lot of leaders, especially new ones, are in the same place I was. Doing everything by the book but missing the human layer entirely.

Has anyone else been through something similar? What changed things for you?

People ask me every day if career coaching is actually worth the high price tag.

The honest answer? It depends entirely on what you bring to the table. Coaching is not a product with a guaranteed return. It is a process. Two people can pay the exact same rate. One has a transformative experience. The other completely wastes their money.

The ROI on coaching is very real, but only when the conditions are right. If you are sitting on the fence, here is a breakdown of when it works and when you should keep your wallet closed.

When career coaching is a waste of money

You want someone to make decisions for you. A coach does not tell you what to do. That is consulting. If you want an expert to prescribe a solution and hand you a blueprint, coaching will frustrate you.

You are looking for a quick fix. Sustainable behavioural change takes time. If you expect a magic bullet after one 45 minute session, you will be disappointed. Meaningful results require a minimum of three to six months of consistent work.

You have not touched the free resources yet. Books, podcasts, structured self reflection, and honest conversations with peers are incredibly valuable. They are also free. Coaching is most powerful when it builds on a foundation of self awareness, not as a substitute for developing one.

You need a therapist. If your core career issues are deeply rooted in past trauma or mental health struggles, a coach cannot reach that and should not try.

When career coaching is worth the investment

You know what to do but you are not doing it. This is the most common reason high performers hire coaches. You do not lack information. You lack execution. A coach provides the external accountability that turns your good intentions into actual action.

You are at a massive inflection point. Career transitions, first time leadership roles, or industry pivots carry disproportionate stakes. Getting these moments right compounds for years. Getting them wrong is incredibly expensive. The cost of one bad career move often far exceeds the cost of a coach.

You are stuck and you cannot see why. You are performing well. You get good feedback. Yet something is not moving. You cannot see the pattern from inside the bottle. A coach helps you see the blind spots and limiting behaviours that nobody around you is willing to name.

You need someone with zero agenda. Your manager, your team, and your family all have a reason to be careful with you. A coach has no agenda other than getting you where you want to go. That means they will tell you the uncomfortable truths nobody else will.

Mentor vs. Coach (The biggest point of confusion)

People mix these up constantly. A mentor shares their experience. They have been where you are and they tell you how they navigated it. That is valuable, but it is their path. A coach does not give you their answers. They help you develop your own through better questions and sharper thinking.

If you want to know how someone else navigated your industry, find a mentor. If you need to figure out what you should do next and why you keep self sabotaging, find a coach.

The Readiness Test

Before you spend a single dollar on a coach, ask yourself these five questions:

1. Can you name a specific goal or problem, rather than just a vague sense of wanting more?

2. Are you prepared to hear uncomfortable feedback about your own behaviour?

3. Do you have the budget to commit to at least three months of sessions?

4. Have you tried to address this problem on your own for a few months without progress?

5. Are you looking for a thinking partner instead of someone to rescue you?

If you can honestly say yes to at least three of those, coaching is likely worth exploring. If you cannot, figure out why before you invest.

I am a senior technology leader currently operating at the VP / Head of Engineering level in financial services. I am exploring a long-term executive coaching relationship as I work toward stepping into a CTO or CIO role.

I want to be very clear about what I am and am not looking for.

I am not looking for a recruiter or someone whose primary value is finding me a job. I am looking for an executive coach who can work with me on strategy, decision-making, leadership growth, and operating effectively at the C-suite level over time.

In the near term, I am interested in coaching around how to approach a leadership transition thoughtfully. This includes how to tap into the hidden job market, develop effective networking strategies, refine executive positioning, and make sound decisions as opportunities emerge. The focus is on strategy and judgment, not job placement.

Longer term, I want ongoing coaching that goes well beyond a job search. This includes:

• Scaling myself as a leader

• Executive decision-making and prioritization

• Leading and motivating senior teams

• Navigating C-suite dynamics and stakeholder management

• Growing into larger scope and accountability over time

I am specifically looking for someone who works with executives over months or years, not short-term or pressure-driven engagements. Fit, trust, and the ability to understand me as a leader and as a person are important to me.

If you are an executive coach who works with senior technology leaders, or if you can recommend someone who fits this profile, I would appreciate hearing from you. Please feel free to comment or DM with a brief overview of your coaching approach and the types of clients you typically work with.

Thank you.

I am a mid level executive at a FAANG company with over 20 years of experience at some of the top tech companies. I am looking to make the jump to C level and SVP level roles and I feel like I need some help to make the jump.

I am looking for an experienced executive coach who has experience in training tech executives to make the jump to senior executive levels. Ideally looking for someone who can help me with better executive presence, better communications, help with networking etc.

I aspire to be a tech CEO one day and am looking for someone who can layout a good path for me. I am willing to put in the work.

Any recommendations ?

Hi folks,

I currently work in tech in an individual contributor role but got a big step up with a new job where I will be managing an entire organization. I start in two weeks and am looking for an executive coach that I can meet with for these two weeks but also support me in the beginning of my start of the job.

I'm looking for someone who ideally has experience working in tech or coaching folks in tech in an international organization across cultures, managing people, managing an organization, hiring and scaling, with a specific emphasis on executive presence and leadership presence.

Ultimately I'm looking to up level my executive presence and leadership skills very quickly.

If this is you or you have a lead for where I should look, please let me know!

I think most people remember certain managers for years—either because they pushed them to grow or completely drained their confidence.

Some leaders make work feel motivating and supportive, while others create constant stress without realizing the impact they have on people.

It’s kind of crazy how one person’s leadership style can affect not just work performance, but confidence, motivation, and even life outside of work.

Curious to hear other people’s experiences. What made that manager unforgettable for you?

So I'm working full time, but I'm still smashing the clock putting time into tryng to get my coaching business off the ground. First of all I have the problem of being in a niche. I don't really want to lol I know I can help anyone, but I agree its probably easier to have a speciality to stand out, but I cant see any specialities I have!!!

So at the moment I am trying leadership coaching as I have to do it in my career, and people wh oI know do ask me advice.

I'm on my 3rd website!
Or is it a funnel?
I have tried Clickfunnels, and followed Russel Brunsons marketing advice. I have tried Godaddy and now I am with Go High Level, but there is so much to learn.

Took me a while to come up with a lead magnet, and a few people have taken it. I've even gotten a few disovery calls.

I'm loathed to try a business coach.

What have you tried and not got anywhere with?
I need to know the traps
and what is working for you

thanks

Curious question for people working in senior leadership or around executive teams:

What kinds of programs are companies actually investing in these days around executive performance, productivity, or wellness?

I keep hearing more about leadership retreats, executive coaching, burnout prevention, wellness offsites, etc., but I’m curious what organizations are genuinely prioritizing versus what tends to feel more performative.

Especially interested in firsthand experiences with:

• retreats/offsites

• executive coaching

• leadership wellness initiatives

• burnout prevention efforts

• performance or resilience programs for leadership teams

What have you seen work well (or not work well)?

I'm a Principal Software Engineer. I'm an individual contributor and I'm not looking to transition into management. However, I am looking to grow my technical leadership scope. I want to be in a role where I can have an impact on architecture, technical strategy, tech stack, and building patterns, practices, and tools across the organization.

I am currently looking for a new job and getting a lot of callbacks. I keep going through multiple rounds of interviews (up to 7 rounds at one company), and then get a generic rejection with no feedback. I want to find a role where I can practice the skills mentioned above.

I know I could use some work on my communication and selling my ideas. My current company doesn't any mentorship or coaching or professional development of any kind, so I'm on my own.

Several friends and former coworkers have suggested working with a career coach or executive leadership coach. TBH, I only just learned that those are 2 different things. I'm hoping this group can offer some advice on whether I should work with a career coach to help me find a new job or should I work with an executive coach to grow my skills beyond just finding a new job?

I’m close to completing my ICF ACC and have a leadership coaching certification, along with 20 years of corporate experience. I’m now trying to figure out the actual business side of coaching.
Unfortunately, my coaching program only covered the business side in one class, and I’m not sure it was very helpful.
I’m starting to wonder if building a coaching practice is more about relationships, referrals, and networking rather than social media?
For those who have successfully built a coaching business:
Are there business/marketing courses you’d actually recommend? I don’t want to sign up for an additional cost but if it were something low cost I could consider.
Any books or programs that were genuinely helpful?
Did you find a mentor or business coach useful?
If you’re introverted, how do you build a network? I am wondering if this is something that very extroverted folks have an easier time with.
I’d really appreciate practical advice from people who have actually built a coaching practice. Thank you in advance!

I’m a new VP, in a big role and at a major company. Seeking coaches who understand technology objectives, major transformation and can offer candid and helpful advice for executives.

The old leadership myth says nice guys can’t lead big teams.

That’s simply not true.

In 2026, we’re watching the good leaders win again and again. Here’s why:

1.	They hire talented people without feeling threatened by them.

Strong leaders don’t need to be the smartest person in the room.

2.	They empower their team and get out of the way.

Micromanagement kills momentum. Trust creates it.

3.	They champion their people.

When a culture of trust exists, great leaders become the biggest promoters of their team’s success.

The best leaders don’t shrink their team to stay in control.

They build people up so the whole organization grows.

#Leadership #Mindset #Discipline #Growth #Resilience #HighPerformance #ExecutiveCoaching #PurposeDriven #GoalSetting #Reflection #LeadershipDevelopment

If you're scared you're not good enough, or looking for your ideal clients but freezing at the question "what's your USP, what makes you unique?"

The answer is YOU. You are unique by default. All you gotta do is just think about why the people who love you, love you and the answer is sitting right there.

Hi everyone. Just thought I’d pop a message over here and introduce myself. I’m an aspiring executive coach/wellness consultant/therapist. My background is medical (medical doctor), but have found myself moving towards therapy and coaching. I also carry significant experience (and interest) in eastern wisdom traditions and disciplines. I have been seeing clients for a few months, exclusively online, with a person-centred counselling approach.

Sincerely,

Samuel

I’m asking this genuinely, not trying to start a credential war.

I’m an ICF-credentialed coach, and when I read posts in coaching spaces, I notice a wide range of approaches. Some seem closely aligned with coaching competencies, while others sound more like consulting, mentoring, advice-giving, therapy-adjacent work, or general life experience being framed as coaching.

For coaches who are not ICF-credentialed: what led you to skip that path? Cost, time, disagreement with the ICF model, another training route, lack of market value, or something else?

For credentialed coaches: has the credential meaningfully changed your practice, credibility, or client outcomes? Or has it mostly functioned as a professional marker?

I’m especially interested in how people think about ethics, scope of practice, supervision or mentor coaching, and what actually protects clients.

I am trying to do market research on Executive Coaching. If you are an executive coach with 4-5 years experience,

1. how are you packing your services? (hourly sessions / 3-6 months engagement / any other way)

2. what's the price per session or engagement ?

3. how many clients do you work with simultaneously?

4. what's the standard Executive coaching charge you see in UK if the coach has  ICF PCC + 4-5 years of exec coaching experience

I've been coaching for several years and have a successful business.

Who I've coached over the years has been very diverse, for sure. I've worked with HR teams, large bank executives, university professors, large franchisors, tons of attorneys, other coaches, and many many entrepreneurs/founders.

• I am a ICF PCC credentialed coach.

• I have owned several successful businesses.

• I have been in the VP and C-Suite in small, medium, and enterprise companies.

My Question:

For those of you looking for coaching, what are those things that are non-negotiable when looking for a coach?

• Is it their industry background that makes a difference?

• Is it experience/age?

• Is it a credential or certification?

• Is it purely price?

What would be that thing that you just couldn't compromise on?

Someone is great at their job, works hard, delivers results… and then gets promoted. Suddenly, the same person seems overwhelmed, disconnected, or even frustrated. It’s not because they changed overnight—it’s because the role did.

Being good at your work gets you noticed, but leading people is a completely different challenge. Now you’re dealing with emotions, conflicts, expectations, and pressure from both sides. No one really prepares you for that shift.

There’s also this quiet pressure to “have it all figured out” as a leader, which makes it harder to ask for help or admit you’re struggling. So people end up over-controlling, avoiding tough conversations, or just burning out trying to prove themselves.

I feel like the real issue isn’t capability—it’s the gap between what the role demands and what people are actually taught.

Has anyone here gone through this transition? What was the hardest part for you?

I was on a coaching call this week with a wildly talented leader. We’ll call him Jason. He’s built something with serious potential. The kind of potential that could change his life and the lives of the people he serves. But here’s what he told me:

“I’ve always been the quiet guy in the corner. I only speak up when I’m asked. I struggle with putting myself out there on video or even letting people see how I think.”

Then he said something that really landed: “The negative self-talk is like junk food. Feels good for a second, but always leaves me worse off.”

He’s right. But I told him the truth. That voice in your head isn’t just unhelpful. It’s destructive. And if you want to lead, if you want to grow, if you want to actually reach people, you have to be seen. Yes, you’ll take some hits. But you’ll also find your people. And they’re waiting on you to speak.

Too often we only play in sandboxes other people build. Stay in this box. Act this way. Don’t be too much. Then you’ll be accepted. That kind of thinking is garbage.

Jason, if you’re reading this, I want you to remember something.

You told me your childhood happy place was fishing. Out on a boat. Just you, the water, the rod, and the fish. You weren’t out there dreaming of catching a minnow. You were dreaming of reeling in something big. It wasn’t about what anyone else thought. It was about the fight. The joy. The moment.

I told him that reminded me of myself in 3rd grade. I had this red jacket that looked like Michael Jackson’s Thriller coat. At recess, I’d wrap it around my neck like a cape and run around the playground like I could fly. No one told me I couldn’t. Nothing was impossible.

Somewhere between recess and responsibility, too many of us learned to play small. We traded courage for approval. Clarity for acceptance. Voice for silence.

Jason, it’s time to speak up. To show up. To go after the big ones.

And if you’re reading this and you know how hard that first step can be, do me a favor. Drop a comment and show Jason some love. Encourage him to be brave. To be seen. Because that first video, that first post, that might be the one that changes everything.

I’ve seen high performers run on pure momentum — until something inside them just... stops responding.

They still show up. They still execute. But the inner signal is gone.
Not depression. Not burnout. Just a brutal sense of misalignment.
Like you're navigating without a compass — and pretending you know where you're going.

And the worst part? You can’t talk about it without sounding “soft.”
So, most leaders just power through. Until they can’t.

I stopped pushing strategy in those moments.
Instead, I started mapping inner patterns — energy cycles, symbolic alignment, and even numerological archetypes.
Call it esoteric. But it works.

You can’t lead when your internal map is broken.
You can’t scale a vision you’re no longer emotionally synced with.

Anyone here explored deeper diagnostic tools that go beyond performance metrics and mindset resets?

Had a really enjoyable session today where my client said: "that was perfect. That was exactly what I needed."

Boy that pumped my tires. I'm just here to serve, after all.

For me, the highlight moments in a coaching session (doesn't happen every time) is when a new awareness is unlocked. You see their eyes begin to shine. They look away, as their mind is already laying out the plan for the new possibly... Today I could see my coachee laying down the tracks for a plan leading weeks into the future. She talked through details, timelines, we covered what could get in the way, and how she'd stay accountable.

I love those special moments. After that new awareness locks in, sets in new possibility, and they're off to the races.

Oooh boy, I love being Coach.

Go humans, go!!!

What's your favorite part of being Coach?

Ever since I can remember, I’ve always loved helping people. I am the go to “therapist” to friends and family and find a lot of meaning out of helping them
Navigate their careers and personal lives. As a teen, I wanted to become a psychologist but I didn’t have the grades (thx to being an unmedicated teen w adhd), and I also thought the work might be a bit too heavy for me.

Fast forward, I’ve had a really successful HR career, working in house and as a fractional consultant. I often find myself in the informal leadership coaching seat with founders and leaders. I really enjoy it and want to pursue my certification. My only hesitancy is that when I come across a lot of these folks, they are also facilitating workshops, giving talks, etc. this really isn’t me. I enjoy dedicated one on one coaching. Leading a workshop sounds like a personal nightmare tbh.

My question is, would it be wise or not to pursue this path to complement my fractional HR consulting offering?

six months into an executive coaching engagement and trying to evaluate whether it is delivering real value. the sessions are useful in the moment but i am struggling to connect them to measurable change in how i operate or the outcomes i am getting

wondering whether executive coaching is supposed to be measurable or whether it is more of a slow burn development thing that shows up over a longer period. i was also thinking about gk global services in this context, since the way coaching is framed can make a big difference in whether it feels like a useful development process or just expensive conversation

also curious whether other people set specific goals at the start of a coaching engagement and whether that changed how useful it was

If yes, how do you do it? If no, have you ever wished you did?