How can you measure the effectiveness of LD coaching and mentoring?

Be clear about the gaps and what outcomes you want to see. So many people I speak with, have no idea what the outcomes are that they might measure... they just have a vague sense that their team needs some learning, leadership or mentoring. Clarify what you want, check that it is aligned with the overall Vision, Mission and Goals of the organization and then determine exactly what and how to measure.

Goal-setting in leadership development (LD) coaching often starts with SMART criteria, but in my opinion what’s often overlooked is the soulful alignment of these goals with your deeper vision and values. Are your goals just items to check off, or are they integral to a larger purpose? Mismatched goals can undermine even the most well-intentioned initiatives. They should be SMART, but also deeply aligned to your personal and organizational imperatives. Take Action: Before embarking on any LD program, conduct a “Goal Alignment Workshop.” Evaluate how each SMART goal not only measures up on paper but also resonates with your core values and organizational needs. This alignment is where the magic happens.

I recommend at least one assessment and a 360 assessment before determining the goals of the coaching engagement. Communicating the results in a debriefing session and then working with the leader to decide goals would be the next step. Leaders, like anyone, have blind spots and 360 assessments help identify them and could provide more insight into what the leader should consider as they set their goals.

In leadership development, aligning outcomes with a clear vision and values is crucial. It ensures that coaching and mentoring efforts are purposeful and resonate with both individuals and organizations. Equally important is focusing on the well-being of the leader, as effective leadership requires emotional and mental fitness. Clear metrics are essential to measure short and long-term impact, covering ROI for financial gains, social impact in the community, sustainability through environmental impact, and feedback mechanisms for continuous improvement. This comprehensive approach to measurement enables leadership development programs to nurture impactful, values-driven leaders who excel in today's complex world.

In my opinion, traditional metrics like SWOT and KSAA analyses can give you a snapshot of where you stand in your leadership development, but they can lack nuance. Don’t underestimate the power of emotional and psychological impacts—engagement, motivation, and satisfaction—which often drive long-term success. These “softer” metrics may provide insights that performance-based indicators miss. They can also be predictive of how well the knowledge and skills gained will be implemented and sustained. Take Action: Alongside traditional assessments, regularly check in with qualitative metrics. Use open conversations to capture emotional and psychological states, which can serve as early indicators of both strengths and areas needing attention.

Align success metrics to goals of the Talent Development organization wherever possible. Promotion rates, performance review scores and engagement survey scores are all data points that could demonstrate impact of coaching and mentoring programs at the organizational level. For example, compare aggregate performance data of employees who participated in a mentoring or coaching program with that of employees who did not and are at a similar level in the organization. If the data for program participants shows higher performance scores on average than the latter group, a correlation can be drawn that indicates the program was effective.

Look for opportunities for A/B Testing to demonstrate training value. For example, if you have multiple operational hubs (e.g., plants or call centers), rollout the training as a pilot to one center and but not to another similar center that will be the control in the experiment. After the training is delivered, track changes in key metrics - e.g., customer satisfaction, employee retention rates. By keeping one ops center as the control, you can isolate the improvement in metrics that was due to the training. Implementation Tip - Ensure the internal clients agree with your testing plan, especially that the site picked as the "control" in the experiment is comparable to the other sites.

I'd like to build on what Natasha shared. I believe that Leaders are defined by strength of followership. It's not the title that makes you a Leader. With that in mind, I would measure strength of followership. This can be done with the 8 survey questions and assessment process that I outline in my book "Discovering Leaders Within," it can be by measuring the strength of engagement and psychological safety within their team, and it can be by using a 360 degree feedback tool. In any case, a comparison of the initial measure against the same assessment post-coaching would provide a direct measurement of effectiveness. Ultimately, it is not the skills that Leaders learn, it is how they apply them to be a positive impact on their team.

For me when measuring the effectiveness of LD coaching and mentoring in today's business environment where the workforce is both in person and remote, one can't stress the importance of building a relationship with those that you are coaching and mentoring. Using empathy and emotional intelligence to establish understand and trust. This opens the door for the individuals to allow themselves to be authentic and vulnerable and tell you how they truly feel rather than saying what they think you want to hear. Applying active listening is so important. Tests only give one perspective.

In my opinion, data isn’t just about numbers; it’s about stories that guide action. While statistics can show patterns or gaps in your LD coaching effectiveness, it’s the qualitative insights that give these numbers context and meaning. Combine the ‘what’ from your stats with the ‘why’ from narrative data for a 360-view that’s actionable. This approach not only identifies trends but also isolates the levers you can pull for transformative change. Take Action: After each data collection round, set aside time to combine quantitative stats with qualitative insights. Use visualization tools to map out these findings, making them actionable.

My background is in clinical psychology. There was a period in my former career when I performed a lot of psychological testing. One key factor is ensuring that your testing is relevant is analyzing data in context. Numbers mean nothing without context. Every metric you review has to be examined and discussed in context. As an executive coach, for example, when we set goals with our clients we will often start with a set of qualitative 360 interviews to identify areas of strength and opportunity, then operationalize success and growth, and evaluate our progress by gathering a combination of qualitative and quantitative data post hoc. Conversations with my clients then always center on what we're seeing and WHAT that data actually means.

Sharing the data you’ve collected isn’t just a final step, but a launching pad for actionable change. Whether you opt for a formal report, a dynamic presentation or a compelling story, your goal should be the same: to engage your audience and inspire action. The medium might differ, but each approach should clearly communicate your journey—from challenges and learnings to successes and next steps. Remember, your findings aren’t just a reflection of the past; they’re a blueprint for future success. Take Action: Choose the reporting format that will resonate most with your audience. Whichever medium you choose, make sure to include a call-to-action that guides your audience on how they can contribute to the ongoing journey of improvement.

Data when humanised is intelligence. Add to this the dimension of culture and conversation to inspire change. I have applied this by measuring through maturity matrixes that define possibilities and growth.

The Leadership Circle Profile 360 provides a comprehensive graphic and easy to understand report that allows my client to see their Point A, how they currently show up as a leader. The beauty of these reports is that we can assess again after 18-24 months to determine how much progress the client has made in their chosen areas of development. I had a client recently choose to work on his peer relationships based on the data he received. Less than 2 years later, his work with his peers had paid off as demonstrated by a 28% increase in Caring Connection, a 40% increase in Fosters Team Play, and a 41% increase in Interpersonal Intelligence.

Always be a learner. I heard that exhortation when I first took on a leadership role in my paid work. I found there is strength and confidence in knowing how leadership can empower others and grow an organization. It is not about being an expert in areas but being a leadership expert - how to empower others to excel. Measuring and recognizing success is immensely important. As a leader, your job is to ensure others are working toward measurable goals that push the organization to reach its goals. Then give members of your team personal recognition. Then be the spokesperson of the success of your team - publish the growth and value of your organization. Leaders are to be the visible voice so be a positive presence of your organization. .

As mentioned in my comment in the previous section, results should always be communicated in context, never simply given without a larger conversation on what it means. I also completely agree with @Natasha Tous, that this is a launchpad for change, not the end of the engagement.

In my view, the journey of leadership development is never a “set and forget” endeavor; it’s an ongoing process. Regular check-ins using proven models like Kirkpatrick’s evaluation levels offer a comprehensive review—from your immediate reactions to the long-term organizational impact. Calculating ROI quantifies your value, giving your initiatives tangible credibility. An action learning cycle can make each coaching session a catalyst for continuous growth, turning insights into actionable strategies. Take Action: Choose a framework and set a recurring calendar reminder for quarterly evaluations of your leadership development efforts. Make necessary adjustments to ensure you’re not just tracking but actually achieving your goals.

Growth is a process and is a forever spectrum. I use the Kirkpatrick model for evaluation and movement. RoE matters as much as RoI.

I agree with Natasha, the journey of leadership development is an on going process. As you assess your progress, maintaining self-integrity becomes paramount. It is tempting to convince yourself that everything is running smoothly when, deep down, you are aware there are areas that can be improved. You need to keep an eye on the ROI, but it is equally important to not lose sight of the opportunity costs when reviewing your progress and outcomes.

First, learning is continuous, because your goals aren't stagnant either. Coaching is a personalised engagement that understands the coachee's present state use the commensurate approach and framework to bring in changes to help achieve desired state. The first step of coaching is goal definition - the result you expect in a specific period of time. Unless, you are able to quantify it you cannot measure the progress

In my opinion, effectiveness in leadership development goes beyond metrics; it’s also about the intangible ripple effects. Look beyond tests and consider impact on team dynamics, collaboration, and morale. For instance, an effectively coached manager should hit her KPIs and act as a catalyst for her team’s growth. Take Action: Start a “Leadership Impact Journal.” Document not just quantifiable metrics, but also qualitative observations and feedback. This approach will offer you a more rounded understanding of your leadership development’s true impact.

If an organization has a culture where LD coaching/mentoring is considered luxurious, extra, or even 'fluff,' then growth-minded leaders will look elsewhere to find those opportunities. What you do is what you value. Demonstrate that LD is important and make the space to ensure your people have access, and are permissioned (encouraged!) to engage in LD coaching and mentoring!

To genuinely assess your leadership effectiveness, it's crucial to directly seek feedback from those under your guidance. Create an anonymous questionnaire, encouraging them to provide honest insights without the fear of retribution. This method not only offers a true reflection of your leadership style but also helps determine if your growth and development strategies are having the desired influence on your team. By valuing and acting on their feedback, you not only foster trust but also pave the way for continuous improvement in your leadership journey.

As many mentors taught me, leadership benefits from an "inside out" approach, working on who I am first before working on other people, systems, and processes. Integrated into my coaching is time to identify the client's core values. But more importantly, we move these into a set of what I call Guiding Principles, present tense sentences that create the client's current and future self-proclaimed identity. We then use these GPs on a regular basis to establish the desired mindsets that will serve the client in handling any VUCA situation put in front of them. These GPs also align with the core identity in Bob Anderson's Universal Model of Leadership.

The last 2-3 years have changed how leaders approach their work-life balance. This presents opportunities for them to balance their work goals with life goals, so they work to achieve desired outcomes separately and ensure consideration is given to the combined outcomes. Placing a strong focus on wellbeing at work and in life helps focus leaders' minds on not merely avoiding burnout but flourishing and thriving at work and in life.