• Published September 24, 2025

Coaching for Talent Development

Leadership coaching can be a transformational tool for talent development — but it doesn’t always live up to its promise. These common coaching challenges may be getting in the way. Learn how best to elevate your organization's approach to coaching, and common pitfalls to avoid.
  • Published September 24, 2025
Published September 24, 2025
Graphic illustration representing common coaching challenges at organizations and how and why coaching for talent development

A Coaching Strategy Is Key to Leadership Development Strategy

For organizations, leadership development is a balancing act: between personalization and scalability, immediate needs and long-term strategy, innovation and stability, and hard skills versus broader capabilities needed to drive success.

Coaching can be the key that makes that balance possible.

Coaching for talent development is most successful when it’s integrated into an organization’s overall leadership development strategy. When it’s purposefully aligned with both individual and organizational outcomes, coaching becomes a powerful catalyst to advance both individual leadership growth and organizational objectives.

The Top Coaching Challenges in Organizations

Our report reveals the 4 biggest challenges that clients say get in the way of effective coaching at their organizations — and our actionable recommendations to address each common pitfall:

  1. Misalignment: Organizations often struggle to align coaching with their broader strategic goals, treating it as a standalone effort. When coaching is disconnected from the broader talent development strategy, it diminishes the potential impact.
  2. Lack of Focus: Coaching goals that emphasize individual skill development — rather than organizational needs and the leadership outcomes those skills should create — fail to drive organizational results and make real value hard to measure.
  3. Rigidity: Coaching programs that don’t evolve and adapt to the changing needs of the organization and its leaders are difficult to scale effectively and to maintain quality and impact.
  4. Superficiality: If coaching lacks relevant strategic insight and industry knowledge, it won’t resonate with leaders or tie to their real challenges — resulting in a lack of sustained change or meaningful leadership development.

These coaching challenges highlight the need for organizations to carefully design and integrate coaching into their talent development strategies to ensure alignment, focus, flexibility, and depth.

Proven Leadership Coaching for Talent Development

No matter how your organization approaches leadership development or what coaching challenges you face, you need a reliable, knowledgeable partner. We have extensive experience helping organizations align coaching with their strategic goals to get the most out of their leadership development efforts. Our research-based, relationship-driven approach can help ensure that coaching contributes to both leadership capacity and organizational performance — leading to sustainable growth and success.

Download Report

Download Report

Download this report to learn how your organization can integrate coaching for talent development into your larger strategy to maximize your investment and overcome common coaching challenges.

  • Published September 24, 2025

Based on Research by

Cindy McCauley
Cindy McCauley, PhD
Honorary Senior Fellow

With over 30 years of experience at CCL, Cindy has contributed to many aspects of CCL’s work: research, publication, product development, program evaluation, coaching, and management. She designs and manages R&D projects, coaches action learning teams, writes for multiple audiences, and is a frequent speaker at professional conferences.

With over 30 years of experience at CCL, Cindy has contributed to many aspects of CCL’s work: research, publication, product development, program evaluation, coaching, and management. She designs and manages R&D projects, coaches action learning teams, writes for multiple audiences, and is a frequent speaker at professional conferences.

Ellen  Van Velsor
Ellen Van Velsor, PhD
Former Senior Fellow & Senior Research Scientist

Now retired, Ellen’s research focused on beliefs and practices related to globally responsible leadership. She co-edited our Handbook of Leadership Development, 3rd Edition and co-authored Breaking the Glass Ceiling: Can Women Reach the Top of America’s Largest Corporations? as well as our guidebooks Three Keys to Development and Broadening Your Organizational Perspective.

Now retired, Ellen’s research focused on beliefs and practices related to globally responsible leadership. She co-edited our Handbook of Leadership Development, 3rd Edition and co-authored Breaking the Glass Ceiling: Can Women Reach the Top of America’s Largest Corporations? as well as our guidebooks Three Keys to Development and Broadening Your Organizational Perspective.

Katelyn McCoy
Katelyn McCoy, MA
Senior Applied Research Associate

Katelyn helps manage many aspects of the standardized data collection and reporting processes for our coaching and licensing products. She also partners with our clients to conduct organizational research that boosts the impact of their leadership development initiatives. Before joining us, she worked as a research scientist at Human Resources Research Organization (HumRRO), where she partnered with clients to develop large-scale assessment solutions.

Katelyn helps manage many aspects of the standardized data collection and reporting processes for our coaching and licensing products. She also partners with our clients to conduct organizational research that boosts the impact of their leadership development initiatives. Before joining us, she worked as a research scientist at Human Resources Research Organization (HumRRO), where she partnered with clients to develop large-scale assessment solutions.

Daniel J. Smith
Daniel J. Smith, PhD
Research Associate

Dan is an experienced leadership researcher and consultant who applies his knowledge of leadership development, coaching, and research methodology to advance our work to measure, evaluate, and research the impact of our programming.

Dan is an experienced leadership researcher and consultant who applies his knowledge of leadership development, coaching, and research methodology to advance our work to measure, evaluate, and research the impact of our programming.

What to Explore Next

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About CCL
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At the Center for Creative Leadership, our drive to create a ripple effect of positive change underpins everything we do. For 50+ years, we’ve pioneered leadership development solutions for leaders at every level, from community leaders to CEOs. Consistently ranked among the top global providers of executive education, our research-based programs and solutions inspire individuals at every level in organizations across the world — including 2/3 of the Fortune 1000 — to ignite remarkable transformations.

At the Center for Creative Leadership, our drive to create a ripple effect of positive change underpins everything we do. For 50+ years, we’ve pioneered leadership development solutions for leaders at every level, from community leaders to CEOs. Consistently ranked among the top global providers of executive education, our research-based programs and solutions inspire individuals at every level in organizations across the world — including 2/3 of the Fortune 1000 — to ignite remarkable transformations.

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