In today’s fast-paced corporate world, I see many companies invest heavily in leadership coaching and corporate training, hoping these programs will transform their managers and executives into high-impact, influential leaders. Yet, despite the good intentions (and a decent dent in the budget), these initiatives sometimes fall flat, leaving organizations scratching their heads and asking, “Why aren’t we getting our money’s worth?”
Studies suggest that more than half of leadership coaching and corporate training programs fail to produce meaningful, long-term results. So why is this the case? While both leadership coaching and corporate training promise growth, I believe that it requires more than just showing up for the sessions (although that is an excellent start!). There are many reasons why these initiatives can fail, and in my experience I have seen everything from a lack of clear goal setting to deeper issues in self-awareness and organisational alignment. If you’ve ever wondered why leadership coaching doesn’t always deliver, have a read below and take a closer look as I unpack the common pitfalls and discuss what can be done to overcome them.
1. Lack of Self-Awareness
I talk about self-awareness very often, and enjoy covering this topic in my book, because I believe that this is one of the foundational elements of successful coaching. I always think that leaders who lack an understanding of their strengths, weaknesses, and the impact they have on others may struggle to internalise the lessons from coaching. Without self-awareness, it’s difficult to identify areas for growth, or in turn, accept constructive feedback, making progress nearly impossible. Leadership coaching works best when leaders are willing to look in the mirror. And not the Instagram filter kind—the real, unflattering mirror that shows every wrinkle. Self-awareness is about recognizing the habits, beliefs and mindsets that hold you back.
Why It Matters: Leadership coaching and corporate training requires leaders to look inward. Self-awareness helps them recognise the habits and mindsets that might be holding them back and I believe for these programs to be truly effective, leaders need to commit to this introspective process, even if it’s uncomfortable.
How to Overcome It: Coaches can facilitate self-assessment tools, such as 360-degree feedback and personality assessments in order to help leaders gain perspective. In my book I talk about questioning biases to uncover previously accepted beliefs about yourself or your situation, something I so resonate with, having grown up in the 1980’s in a small town in India… It’s essential to delve into self-awareness by identifying any pre-existing biases through coaching and gather insights on understanding yourself, your values, and your aspirations before attempting to lead others.
2. Misalignment with Organisational Culture
Another common reason leadership coaching and corporate training fall short is misalignment between the coaching objectives and the organisation’s culture.
A coaching program might focus on fostering open communication and collaboration, but I always think that if the company’s culture doesn’t support these values, leaders will find it challenging to put their new skills into practice – like trying to fit a square peg in a round hole.
Why It Matters: Leaders naturally operate within the framework of their organisation’s culture. If there’s a disconnect between what they learn in coaching and the culture they’re expected to navigate, the coaching process can feel frustrating and ineffective. If the environment doesn’t support what they’re learning, coaching can feel like swimming upstream. Not impossible, but definitely exhausting.
How to Overcome It: I always recommend for coaches and organisations to work together to ensure that the coaching goals align with the company’s values and culture. I suggest a practical approach by incorporating cultural assessments into the coaching process, identifying where adjustments are needed and then looking for practical ways to navigate the organisational culture complexities.
3. Vague or Unrealistic Goals
Equally as ineffective is setting vague or overly ambitious goals and this is another reason why leadership coaching and corporate training can miss the mark. Goals like “becoming a better leader” or “improving communication” are difficult to measure and often lead to disappointment. I’ve often seen that without clear, realistic objectives, both the coach and the leader may struggle to gauge progress.
Why It Matters: Specific, measurable goals are like a GPS for success. They provide direction and help leaders feel like they’re actually moving forward, rather than endlessly wandering the wilderness of self-improvement.
How to Overcome It: I enjoy asking leaders to set SMART goals—Specific, Measurable, Achievable, Relevant, and Time-bound. Clear goals lead to a more structured coaching experience, allowing leaders to see incremental achievements along the way. We’re all human at the end of the day, and seeing progress and reward is essential to buying into the concept and staying motivated.
4. Lack of Accountability and Follow-Through
I will never say that leadership coaching is a magic pill, I wish it was, but then I might be out of a job too! It requires consistent effort and follow-through. I have seen many coaching relationships fail because there’s no system in place to hold leaders accountable for applying what they’ve learned. Without regular check-ins and accountability structures, new habits and skills can easily fall by the wayside. It’s the same as hitting the treadmill once and expecting to be fit enough to endure a marathon.
Why It Matters: In all areas of life, accountability is crucial for turning intentions into actions. So it is no different in the work place and in leadership. When leaders know they’ll be asked about their progress, they’re more likely to take their coaching and training seriously and make lasting changes.
How to Overcome It: In my experience, effective programs include accountability measures, such as progress reviews or peer check-ins. These structures reinforce the lessons learned and help leaders stay committed. If you’re interested in exploring accountability further, I delve into the practical aspects of developing discipline and follow-through in leadership.
5. Resistance to Change
Let’s be real, change is hard, and many leaders approach coaching or corporate training with the expectation that it will be transformative without being fully prepared for the discomfort it may bring. I think leaders who resist change—whether consciously or unconsciously—often find it challenging to implement the insights gained through coaching.
Why It Matters: Real growth always requires stepping out of one’s comfort zone, this is where the magic happens. Leaders who resist change are likely to fall back on old habits, undermining the potential impact of their coaching experience.
How to Overcome It: I suggest working with a coach that can help by gradually introducing changes and framing them as achievable steps rather than drastic overhauls. Building resilience to change is a theme that runs through Let’s Get Real, where I encourage leaders to embrace discomfort and instead see it as their path to growth.
Conclusion:
Leadership Coaching has the power to unlock immense potential and transform careers, but only if it’s approached with clarity, commitment, and a willingness to grow. In my opinion, many coaching initiatives fail not because the concept is flawed, but because the execution lacks key elements like self-awareness, accountability, and cultural alignment.
If you’re considering leadership coaching or corporate training, remember that it’s a journey that requires introspection, adaptability, and action. My book Let’s Get Real offers further insights for leaders looking to make a real impact, both within themselves and in their organisations. By focusing on self-discovery and relational skills, leaders can ensure that their coaching experience leads to meaningful, long-lasting growth. Something I am so passionate about and gives me immense joy to witness.
