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As 2025 draws to a close, it is the perfect moment to pause and reflect. At Flyntrok, we believe the most valuable lessons are found in that moment of reflection. That is why we offer you our End-of-Year Reflection Series.
We have curated and invited experts across diverse fields to share their perspectives on the defining moments and trends of 2025. Each of them bring a unique lens to their respective areas ranging from HR to leadership and research. This series is not just about looking back; it is about gaining the perspective you need to make sense of a changing world and chart your course for 2026 with intention.
Anne Boland is the Director of Inside Edge Consulting, a psychologist with over 30 years of experience in leadership development and coaching. Anne has worked with leaders and teams across professional services, retail, government, and not-for-profit sectors. What sets Anne apart is her ability to create space for leaders to shift how they work, lead, and relate—not just for their own benefit, but for those around them. Hence we thought it was best to turn to Anne and request her to identify the top 5 coaching trends of 2025..
Over to Anne...
It continues to feel like a privilege to work with individuals and teams as they explore their inner world—wrestling with their thinking, emotions, and patterns of behaviour. Coaching creates space for people to shift how they work, lead, and relate, for the benefit of themselves and others.
In 2025, I have been reminded again of how powerful coaching can be in supporting deeper self-awareness and insight into others. These insights often translate into meaningful changes that help people thrive, not only at work but also in their personal lives. Here are my top 5 picks for the year..
1. Development programs and coaching
When coaching is integrated into development programs, participant’s learning deepens. Insight turns into practice, and practice leads to shifts in mindset and behaviour over time.
Diagnostic tools are most valuable when they are accompanied by skilful coaching debriefs. It is in the conversation—rather than the data alone—that meaning is made.
I have also noticed the value of involving an individual’s manager at key, strategic moments in a coaching program. When done well, this supports alignment, shared understanding, and growth for both the individual and the manager.
The most effective development programs in 2025 did not just deliver content. They created the conditions for sustained change by embedding coaching throughout the journey.
2. Coaching support during conflict
This year, a trend in coaching was working with senior leaders whose relationship had become highly strained, with behaviours that were undermining one another. Coaching was offered as an intervention at the point of greatest stress.
While most leaders were already highly self-aware and had received feedback about what to stop and start doing, it was coaching in the moment of conflict that enabled real change. The immediacy and emotional reality of the situation made the learning stick.
This taught me something important: sometimes the best time to coach is not when things are calm. It is when the stakes are highest and the need for change is most urgent.
3. Peer coaching needs structure
Organisations that have not established peer coaching practices are missing a significant, untapped resource. The potential lies not just in bringing peers together, but in supporting them to develop clear processes and strong facilitation skills.
Like mentoring, peer coaching works best when the purpose is clear, the structure is supportive yet flexible, and the group builds psychological safety. When these elements are present, the growth within peer coaching groups can be substantial and sustained.
I see the role of experienced coaches as guides for establishing peer coaching practices in organisations. We can help set the conditions, train facilitators, and ensure the structure supports meaningful learning rather than just conversation.
Peer coaching does not replace professional coaching. But it creates an ongoing practice of reflection, support, and accountability that extends the impact of formal coaching interventions.
4. Real-time team coaching
Real-time team coaching remains another underused offering. When I facilitate and coach team workshops or meetings, I can observe teams as they work together in real situations. The coaching observations shared with the team—and with individuals—often lead to deeper insight and meaningful behavioural change.
I see growing potential for coaches to offer team coaching not only as an intervention when something is “wrong,” but as a regular team health and practice check-in. Used this way, team coaching becomes a proactive support for how teams think, relate, and perform together.
The shift in 2025 has been from reactive to proactive. Teams that engage in regular coaching conversations—about how they are working, not just what they are working on—are building resilience before they need it.
5. Building coaching capability in leaders
One of the most significant shifts I have observed in 2025 is the growing recognition that coaching is not just something leaders receive—it is a capability they need to develop.
Organisations are beginning to invest in building coaching skills in their managers and leaders. Not to turn them into professional coaches, but to equip them with the ability to have coaching conversations that unlock potential, support problem-solving, and build autonomy in their teams.
This matters especially in times of uncertainty. When leaders can coach—when they can ask powerful questions, listen deeply, and help their people think through challenges—they are not just optimising for immediate performance. They are preparing their teams for tomorrow.
Coaching as a leadership skill is not about having all the answers. It is about creating the conditions for others to find their own answers—and building the capacity of the entire organization to navigate complexity together.
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Clearly the future of coaching is not just about more coaching. It is about coaching being present at the moments that matter most—and building the capability for coaching conversations throughout organisations.
That is how we create workplaces where people do not just perform. They grow.
As you soak in expert perspectives as part of the End Of Year Reflection Series, do take the time to look back at 2025 through your own experiences. A personal reflection guide (New Beginnings) is available for you at flyntrok.com/point-of-view.
