Executive Coaching Articles

Pedrovazpaulo Executive Coaching: Market Realities, Research, and How Serious Organizations Evaluate Coaching

Executive coaching has moved from a discretionary perk for a small number of senior leaders to a materially sized professional services category with measurable budget impact, vendor risk, and governance implications. The global coaching profession’s own industry census work, published by the International Coaching Federation[1] and conducted with PricewaterhouseCoopers[2], estimates total annual revenue from coaching at $5.34B and a global population of 122,974 coach practitioners, with an associated average $234 fee per one-hour coaching session and a “participation level” of 90% reporting active clients. [3] These figures are imperfect proxies for the enterprise segment specifically, but they are strong signals that coaching demand has broadened beyond a niche practice. [4]

Coaching Executives: Evidence, Provider Models, and How to Choose the Right Executive Coaching Approach

Coaching executives has moved well beyond the era of being treated as a boutique perk for a few senior leaders. In many organizations, it is now a serious leadership-development tool because the executive job itself has changed. Senior leaders are expected to think strategically, lead through constant change, make high-stakes decisions faster than ever, manage political complexity, and communicate with a wider range of stakeholders, often all at once. Traditional development approaches, especially episodic workshops or generic leadership programs, rarely match that reality.

Executive Coaching for Lawyers: Leadership Development, Executive Presence, And Career Advancement In The Legal Profession

Executive coaching for lawyers has become far more than a prestige perk or occasional remedial intervention. In many law firms, legal departments, and professional service organizations, it now functions as practical leadership infrastructure. That shift reflects a basic reality: the legal profession asks people to lead increasingly complex businesses, teams, and client relationships, even though most lawyers were trained first and foremost to analyze risk, interpret rules, and solve technical problems. Those are valuable capabilities, but they are not the same as leadership skills.

CFO Executive Coaching: How Finance Leaders Build Strategic Influence, Board Credibility, and Better Business Outcomes

The role of the chief financial officer has changed dramatically. Today's CFO is still expected to protect the balance sheet, ensure reporting accuracy, manage risk, and maintain financial discipline. But those responsibilities now sit alongside a much broader mandate. CFOs are expected to shape strategy, guide transformation, influence enterprise decisions, communicate with boards and investors, partner with CEOs, and help organizations navigate economic uncertainty, digital change, and rising performance pressure.

Executive Failure Rates

Reported "executive failure rates" vary widely because researchers and advisory firms measure different things under the same label. Across the most-cited empirical and industry sources, the underlying metrics cluster into four families, each with a different denominator and a different meaning:

Why The CEO Gets Fired (Change Management And More)

It's a commonly-held belief that the CEO gets fired (or forced to resign or retire under pressure) because of "current financial performance." But that's wrong, according to a study by LeadershipIQ.com. It found that 31% of get fired for poor change management, 28% for ignoring customers, 27% for tolerating low performers, 23% for denying reality and 22% for too much talk and not enough action.