In the $27 billion executive coaching industry, most folks select coaches based on credentials, experience, and methodologies. Yet new research published in February 2025 by Andrew George and Susan Rose reveals something surprising: a coach's character—their virtues—may matter more than their resume when creating lasting change.
When coaching fails, it's rarely due to a lack of expertise. Instead, the missing elements are often fundamental character traits: the ability to build trust, willingness to have difficult conversations, or capacity to remain present and curious throughout the coaching relationship.
Why Character Matters in Coaching
Here's a typical scenario. A company hires a coach with twenty years of industry experience and multiple certifications. However, the engagement produces minimal impact because the coach doesn't dare to challenge their client's deep-seated beliefs or lacks the wisdom to change their approach when standard methods aren't working. Their resume can't compensate for missing character traits.
And it goes even deeper. The focus on credentials and methodologies has created a situation where coaches are selected based on what they know rather than who they are. This means that even experienced coaches might lack the essential virtues—wisdom, courage, or non-judgment—that research shows are critical for creating lasting change.
Here's where this new research shakes things up.
It points out six key virtues that set great coaches apart from the rest—giving us a whole new way to think about what makes a coach effective. We can move past the basic checklist of qualifications and start asking deeper questions about who they are as people and how they show up in their coaching relationships.
It's the difference between finding someone who looks good on paper and finding someone who can actually help create real, lasting change.
Six Essential Virtues to Look For
George and Rose's study involved in-depth interviews with experienced coaches, clients, and coaching supervisors across multiple industries. Their qualitative analysis revealed consistent patterns of virtues that contributed to successful coaching outcomes, regardless of the specific coaching methodology employed.
1. Wisdom
The wise coach can see situations from multiple angles and guide the client creatively. They don't just apply a one-size-fits-all method but change their approach based on the client's circumstances and needs.
2. Self-Control
The coach is able to build genuine connections while maintaining appropriate professional boundaries. Perhaps most importantly, they strike a balance between projecting confidence while remaining self-aware, humble, and authentically themselves, never pretending to have all the answers. They understand their own limitations and biases.
3. Courage
The coach has the courage to navigate difficult challenges in service of their client's growth. This means having tough conversations when necessary and offering constructive challenges to their clients' beliefs or behaviors. They are able to remain calm and present during emotionally charged moments.
4. Loyalty
Loyalty in coaching goes beyond basic professional commitment. The coach demonstrates genuine care for their client's success. They consistently show trustworthiness through their actions and maintain an unwavering faith in their clients' potential for growth.
5. Non-Judgmental Attitude
A non-judgmental coach is open-minded to different perspectives and ways of thinking. They demonstrate consistent respect for their clients' viewpoints and experiences, even when these differ significantly from their own. Rather than criticizing or evaluating, they focus first on understanding and creating a safe space where the client feels free to explore ideas and possibilities without fear of judgment.
6. Attentiveness
The attentive coach brings genuine curiosity to every interaction, demonstrating a sincere interest in understanding their clients' worlds. Their emotional intelligence helps them pick up on subtle cues while maintaining full engagement throughout their sessions.
Virtues in Action: Real Coaching Scenarios
An experienced coach quoted in this study described working with a pediatric surgeon:
"I am coaching a consultant surgeon at a children's hospital ... and ... for this individual, if they have a hard day at work, that's very, very different to me having a hard day at work. ... if they lose a child on the operating table that is a hard day at work... But ... can I coach this consultant ... to be more courageous? Yeah, I can."
The research found that coaches must embody these virtues themselves—even if expressed differently—to help clients develop them. A coach's courage might look different than a surgeon's, but that underlying virtue enables growth.
In another case, a coach's non-judgmental attitude was crucial when working with a client who had made a significant ethical mistake. Instead of criticizing, the coach created a safe space for the client to fully explore what happened. Which ultimately led to a deeper understanding of their decision-making process and values.
Self-control appears when a coach resists the urge to jump in with solutions, even when they see a clear answer to their client's challenge. Instead, they let the client discover their own path, knowing this leads to more sustainable change.
Finding Your Virtuous Coach
Selecting a coach is an important decision that impacts personal and organizational growth. While credentials and experience matter, this research suggests that a coach's character virtues—wisdom, self-control, courage, loyalty, non-judgment, and attentiveness—may even be more important determinants of coaching success.
When interviewing potential coaches, look beyond the resume. Ask for specific examples that demonstrate these virtues in their coaching practice. Their responses will reveal far more about their potential effectiveness than any list of certifications.
The most powerful coaching relationships emerge when a coach's capabilities and character align with your specific needs and goals. Take time to assess both when making this important investment in your future.
References
George, A. J., & Rose, S. (2025). What makes a 'good' coach? How stakeholder groups understand the virtues of a coach. https://doi.org/10.24384/3SD6-7179.
de Haan, E., Duckworth, A., Birch, D. & Jones, C. (2013). Executive coaching outcome research: the contribution of common factors such as relationship, personality match, and self efficacy. Consulting Psychology Journal: Practice and Research, 65, 40-57. https://doi.org/10.1037/a0031635.
Graßmann, C., Schölmerich, F. & Schermuly, C. C. (2020). The relationship between working alliance and client outcomes in coaching: A meta-analysis. Human Relations, 73(1), 35-58. https://doi.org/10.1177/0018726718819725.
Wood, C. & Lomas, T. (2021). The role of courage in the development and practice of coaches. International Journal of Evidence Based Coaching and Mentoring, 19, 28-43. https://doi.org/10.24384/6nkg-kq80.