Many newly appointed and established senior women recognise that working with a coach could be a useful next step. Yet, when sitting down for that first session, they may face a common hurdle: knowing exactly what to work on.
It is normal to start with a vague sense of what needs to change: perhaps a feeling of overwhelm, a desire for more impact, or the need to navigate senior stakeholder relationships more effectively. You do not need a perfect plan before you begin. Coaching can help translate these broad concerns into focused, observable goals.
Here is how to identify executive coaching goals that are meaningful in your own leadership role.
Moving from broad concerns to observable goals
A common starting point is, “I need more confidence.” That is a valid feeling, but confidence itself is difficult to measure. A useful question is: What would you be doing differently if you were leading with more confidence?
You might contribute earlier in a meeting, make a decision without seeking one more round of reassurance, or address a difficult conversation you have been putting off. Naming a behaviour gives you something specific to practise and review. If uncertainty is part of the picture, leadership confidence under pressure is a useful place to explore the distinction between feeling doubt and being unable to act.
Examples of leadership goals
These examples turn broad concerns into actions you could discuss with a coach. The right timescale and measure will depend on your situation.
Difficult conversations
- Broad concern: “I want to handle conflict better.”
- Observable goal: “When a performance concern comes up, I will arrange a direct conversation promptly rather than repeatedly postponing it, and reflect afterwards on what worked.”
If finding the words is the hardest part, the boundary conversation builder can help you rehearse a starting point.
Strategic decisions
- Broad concern: “I need to be more decisive.”
- Observable goal: “I will identify which operational decisions my team can own, agree clear decision boundaries with them, and protect time each week for strategic choices.”
The delegation decision planner offers a practical way to think through one handover.
Executive presence
- Broad concern: “I want to improve my executive presence.”
- Observable goal: “In the next senior stakeholder meeting, I will state my recommendation clearly, explain the reasoning, and notice when I am tempted to qualify it unnecessarily.”
Presence does not have to mean performing someone else’s version of authority. Read more about executive presence for women leaders.
Sustainable workload
- Broad concern: “I am overwhelmed and close to burnout.”
- Observable goal: “I will review which demands I can renegotiate, communicate one clear availability boundary, and check whether my workload is becoming more sustainable.”
The goal is not to make a difficult workload your personal failure. Sometimes the conditions around you need to change too.
Coaching goals are not guaranteed outcomes
It helps to distinguish what you can work on from what other people decide. “Secure a C-suite promotion within six months” depends on factors outside your control. “Develop my strategic case, relationships and communication for a future C-suite opportunity” is a goal you can actively pursue.
A coach cannot promise a promotion. They can offer a space to test your thinking, notice patterns and practise different responses. If you are considering a coaching partnership, the Leadership Accelerator explains Ute’s approach.
You do not need to arrive with a perfectly worded objective. Bring the situation that matters most right now, and ask what you would like to do differently. If you would like to explore that together, book a free, confidential, no-obligation 30-minute Discovery Call.
