What Does Inclusive Coaching Look Like for the Professionals of Today? ICF Coach Competency Updates
The coaching space has become noisy in recent years—depending on who you ask, a “coach” might be a business strategist, a change manager, a recruiter, a life guru, or (as some frustrated LinkedIn commenters claim) a scam artist. Yet behind this confusion, professional, accredited external coaches working with organizations remain deeply active and in demand.
Over the past five years alone, I’ve earned more than 46 million yen in income through individual and group coaching projects—primarily with global organizations such as Coca-Cola, Salesforce, GE, Big Four firms, and major banks like Standard Chartered. Much of that work through over 2,000 one-on-one coaching sessions conducted as of December 2025.
And the coaching goals themselves span a wide spectrum.
Some clients aim to “level up”—to strengthen leadership, prepare for promotion, or build stronger teams.
Others seek clarity about career direction, confidence, or effective personal branding and influencing
And many are overwhelmed and simply trying to get back to baseline—to navigate the first year as a working parent, manage chronic health issues, survive a toxic environment, or rebuild from burnout.
This is the reality of corporate leadership development and team coaching today.
The International Coaching Federation (ICF) Core Competencies—and Why They Matter
Most organizations hiring coaches today, look for credentials in their coaches such as an ICF PCC or higher (over 500 hours of coaching experience) or EMCC Senior Practitioner (over 250 hours coaching experience). As an ICF PCC-credentialed coach (fun fact: I am one of only 275 PCC-level coaches globally who can coach in Japanese!), I’m committed to following the ICF’s eight Core Competencies—standards upheld by more than 57,000 credentialed coaches worldwide that guide us in supporting our clients:
Demonstrates Ethical Practice
Embodies a Coaching Mindset
Establishes and Maintains Agreements
Cultivates Trust and Safety
Maintains Presence
Listens Actively
Evokes Awareness
Facilitates Client Growth
To uphold these standards, coaches, especially those working on digital platforms receive ongoing monthly performance feedback, complete regular mentor coaching for difficult or sensitive client cases, engage in our own coaching and wellbeing practices, and maintain 40 hours of continuing education every three years.
But a recent update to Competency 7 sparked substantial debate in the professional coaching world.
The Controversial Addition: “Knowledge”
The updated competency states:
7.11 – Shares observations, knowledge, and feelings, without attachment, that have the potential to create new insights for the client.
Some felt this might edge coaching too close to “telling,” reducing the client’s autonomy.
Personally, I believe this update was needed—and long overdue.
Here’s why.
Coaching in a World of Burnout
Across my six years of professional coaching, I’ve seen a sharp rise in clients experiencing burnout. Having lived through burnout myself—and having studied its neurological impact during my Master’s in Psychology & Neuroscience of Mental Health—I know that burnout is not “just excessive stress.”
Burnout physically alters the brain.
The amygdala enlarges, increasing sensitivity to stress and threat-perception.
The prefrontal cortex weakens, impairing planning, focus, and decision-making.
Reward pathways flatten, impacting motivation and memory.
This matters because coaching assumes clients can think clearly and have all the resources needed within themselves.
But what if they don’t—through no fault of their own?
The data reflects this reality:
56% of professionals in Japan report burnout symptoms (Robert Walters, 2023).
61% of employees in Singapore are experiencing burnout (Wellness at Work Report, 2024).
iWorkHealth assessments indicate 1 in 3 respondents report workplace stress or burnout.
These are not isolated cases; they are systemic.
Is the Traditional Coaching Model Always Inclusive?
In Cultivating Coachability, MCC Clare Norman refers to the client as “The Thinker”—implying that clients are fully resourced and capable of generating their own insights. And ideally, they are.
But what happens when a client is so burned out that executive functioning is compromised?
Is it inclusive—or fair—to insist that such clients “think their way” out of burnout without support, structure, or relevant knowledge?
I don’t believe it is.
While we as coaches will always support clients who may suffer from poor mental health to reach out to appropriate therapeutic resources, we also know that approximately 50% of employees do not feel comfortable discussing burnout with organization-provided therapists, and others shy away from using therapy due to shame or perceived stigma around opting into mental health “treatment”, making external coaching, often serving as not just a development resource, but also as confidential organizational support, a promising alternative.
In this context, the ability to share knowledge—without attachment, and in service of awareness—can be the difference between a client staying stuck and a client reclaiming agency.
Why I Welcome the Competency Update
For clients navigating high stress, burnout, or unclear baselines of wellbeing, offering context around:
what burnout does to the brain
evidence-based strategies for recovery
the biology and neuroscience behind emotional exhaustion
practical next steps aligned and customized to each client’s values and lifestyle
…can significantly deepen the impact of coaching.
This isn’t about giving advice.
It’s about meeting clients where they truly are.
In the same organizations and teams, I often coach individuals at vastly different points in their journey—from high performers ready to scale their impact, to professionals simply fighting to stay afloat. Sometimes clients need mindset reframing and benefit greatly from more traditional coaching as “The Thinker”; other times, they need permission to push towards creating a culture that allows rest, adopting new “work smarter, not harder” work habits, and pushing their leadership to shift from unsustainable expectations to those that allow thriving and impactful performance.
Sharing knowledge—lightly, respectfully, and without attachment—creates more accessible, humane, and inclusive coaching. And when clients regain stability and resilience, they are better equipped to contribute to healthier corporate cultures long-term.
At any rate, this industry would not be flourishing without the commitment of individuals and organizations investing in their own growth and in their people. I’m excited to see how our field continues to evolve—expanding its impact as the business world transforms alongside it.
Do you have any experience with the coaching industry?
What are key opportunities in global professional development in the current business world?
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