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The Coaching Psychology literature suggests that coaching is effective and associated with a range of positive gains. Outcome research, however, is largely quantitative and assesses short-term gains with coachees who are managers receiving coaching in work contexts. This qualitative study provides new insight into the learning gained from coaching that enables sustained change. Semi-structured interviews were used to gather narratives from nine participants who had finished a period of coaching, applied across work and life domains, after a delay. Reflexive Thematic Analysis (Braun & Clarke, 2022) was used to analyse participant responses to a set of novel questions designed to assess learning in the months following coaching. Four non-linear interconnected themes were created reflecting that the enablers of sustained change were a changed relationship with: self, action, others and coaching. Profound internalised deep learnings worked together to sustain change. A model suggests the presence of an ‘inner coach’ as a sustainer of lasting change and continued development. The implications for the development of evaluation tools, return on investment (ROI) and ethical conversations about coaching impact are discussed. The study provides a new lens through which to explore coaching as a tool for sustainable change.
Rigby et al. (Fri,) studied this question.