When You’ve Stopped Growing with Your Executive CoachSKIP TO CONTENTHarvard Business Review LogoHarvard Business Review LogoCareer coaching|When You’ve Stopped Growing with Your Executive CoachSubscribeSign InLatestMagazineTopicsPodcastsStoreReading ListsData & VisualsCase SelectionsHBR ExecutiveSearch hbr.orgCLEARSubscribeLatestPodcastsThe MagazineStoreWebinarsNewslettersAll TopicsReading ListsData & VisualsCase SelectionsHBR ExecutiveMy LibraryAccount SettingsSign InExplore HBRLatestThe MagazinePodcastsStoreWebinarsNewslettersPopular TopicsManaging YourselfLeadershipStrategyManaging TeamsGenderInnovationWork-life BalanceAll TopicsFor SubscribersReading ListsData & VisualsCase SelectionsHBR ExecutiveSubscribeMy AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesSign InHarvard Business Review LogoCareer coachingWhen You’ve Stopped Growing with Your Executive Coach by Priya NalkurDecember 3, 2025Peter Dazeley/Getty ImagesPostPostShareSavePrintSummary.   Leer en españolLer em portuguêsPostPostShareSavePrintA few months ago, a client sat across from me and said, “I’m not sure I’m getting what I need from this anymore.” He had come to me for coaching a year earlier in an effort to make partner at his firm. He had since done that, earlier than expected, and now felt adrift. “I’ve achieved the goal,” he said, “so what’s next?”PNPriya Nalkur is the President of the RoundTable Institute where she leads a global group of coaches and facilitators to help companies build more effective leaders, teams, and workplaces. She is a professional speaker, coach and facilitator and has taught at the Harvard Graduate School of Education and the Heller School for Social Policy and has several courses on Udemy for Business. She is the author of Stumbling Towards Inclusion: Finding Grace in Imperfect Leadership.PostPostShareSavePrintRead more on Career coaching or related topics Leadership development and Personal growth and transformationPartner CenterStart my subscription!Explore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesAccount FAQHelp CenterContact Customer ServiceExplore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesAccount FAQHelp CenterContact Customer ServiceFollow HBRFacebookX Corp.LinkedInInstagramYour NewsreaderHarvard Business Review LogoAbout UsCareersPrivacy PolicyCookie PolicyCopyright InformationTrademark PolicyTerms of UseHarvard Business Publishing:Higher EducationCorporate LearningHarvard Business ReviewHarvard Business SchoolCopyright ©2025 Harvard Business School Publishing. All rights reserved. Harvard Business Publishing is an affiliate of Harvard Business School.

The executive coach, Priya Nalkur, explores the potential pitfalls of a coaching relationship that extends beyond its initial purpose, specifically addressing the scenario where an executive has successfully achieved a previously defined goal, leaving them feeling directionless and questioning the continued value of ongoing support. Nalkur’s piece centers on the complex dynamic that emerges when coaching shifts from a stage of focused problem-solving and strategic development toward a position of sustained growth and self-assessment. The core of the argument is that a coaching engagement, particularly one designed to propel an individual toward a specific target, can become counterproductive if it lacks a clearly articulated and evolving framework for the “next phase.”

The author introduces the situation through a narrative of a client who successfully attained partnership within his firm. This achievement, noted as occurring earlier than anticipated, prompted a disconcerting realization: the need for continued guidance dissipated alongside the fulfillment of the initial objective. This situation highlights a critical tension within executive coaching – the inherent risk of coaching becoming an end in itself, rather than a mechanism for continuous exploration and adaptation. Nalkur suggests that the act of achieving a goal can trigger a disorientation, a sense of “what’s next?” that the coach may not be adequately prepared to address.

Nalkur’s argument rests on the assumption that executive coaching is most effective when strategically aligned with an individual’s broader development aspirations. The initial focus is often on addressing specific impediments – perhaps a leadership gap, a lack of strategic thinking, or a communication challenge. However, once those issues have been resolved, the coaching relationship needs to transition to a more expansive role, one dedicated to facilitating self-reflection, strategic foresight, and the proactive pursuit of new challenges. The critical element is the establishment of a mutually agreed-upon process for this transition – a clear roadmap outlining the types of questions, explorations, and potential development areas that will remain relevant as the executive progresses. The author implies that the coach’s role should evolve from a tactical facilitator to a more supportive, strategic partner, guiding the executive towards not just continual success but also a deeper understanding of their own capabilities and ambitions.

Furthermore, Nalkur subtly critiques the potential for a coaching relationship to become a comfortable, and perhaps passively supportive, space if the initial objectives have been met. She suggests that the continued presence of a coach can inadvertently discourage the executive from taking independent initiative or pushing their boundaries. To avoid this, the coach needs to foster a dynamic where the executive is actively engaged in formulating questions, setting new priorities, and charting their own course. The coach’s effectiveness depends on their ability to promote an environment of intellectual curiosity and self-directed learning, rather than simply reinforcing the status quo.

The piece concludes with the importance of establishing clear expectations and revisiting these expectations regularly. The author stresses the necessity of a collaborative discussion between the executive and the coach regarding the desired outcomes of the continued engagement. It’s a call for a dynamic partnership that adapts to the changing needs of the individual, ensuring that the coaching relationship remains a valuable asset throughout the executive’s career trajectory. Essentially, Nalkur posits that successful coaching extends far beyond simply helping an executive reach a destination; it’s about equipping them with the skills and mindset to navigate the ongoing journey of development and leadership.