Supervisory Perspectives on Coaching Goals: Balancing Defined Outcomes with Emergence

Coaching, at its core, often begins with a question: 

What do you want to achieve? 

Goals are the natural starting point for many coaching conversations, offering clarity and direction. 

Yet, as supervisors, we are acutely aware that goals—though useful—are not the whole story. They sit at the intersection of intention and complexity, serving both as a guidepost and a potential constraint.

From a supervisory perspective, we often find ourselves exploring the dance between defined outcomes and the rich, emergent possibilities that arise when a coaching relationship unfolds. 

How do we, as supervisors, help coaches hold goals lightly while remaining open to the unexpected discoveries that can transform both the coach and the client?

The Power and Peril of Defined Goals

Defined goals offer structure. They provide clients with a sense of purpose, a tangible marker of progress. For many, articulating goals feels empowering—it turns a nebulous desire for change into something concrete and actionable. Coaches, too, often find comfort in defined outcomes; they provide a measure of success, a framework for guiding sessions.

However, the allure of clearly defined goals can sometimes obscure deeper truths. 

Clients may arrive with a goal that reflects their conscious desires but not necessarily their underlying needs. For example, a client might state that they want to “improve their leadership skills,” but through coaching, it becomes clear that they are seeking greater confidence or a deeper sense of belonging in their workplace.

As supervisors, we might invite coaches to notice when their focus on a client’s stated goals becomes too rigid. Is the coach unintentionally steering the client toward achieving a predefined outcome at the expense of exploring the unexpected? And how might the coach hold the dual responsibilities of respecting the client’s agenda while remaining curious about what lies beneath it?

The Emergence of the Unexpected

One of the most profound aspects of coaching is its capacity to uncover what neither coach nor client could have predicted at the outset. 

This emergent quality—the ability for new insights, questions, or directions to surface organically—is where much of coaching’s transformational power lies.

Supervision provides a space to explore this emergent process, helping coaches reflect on their relationship with uncertainty. 

For some, the lack of clear structure can feel unsettling; they may worry that without a concrete goal, the coaching session lacks value. Others may find themselves overly drawn to emergence, losing sight of the client’s initial intentions.

As supervisors, we hold a mirror to these tendencies, encouraging coaches to develop their capacity for “both-and” thinking. A session can honour the client’s goals while leaving room for the surprising, the unspoken, and the uncharted. 

This balance requires trust—not only in the coaching process but in the relational container that coach and client create together.

The Systemic Dimension of Goals

Goals also exist within a wider systemic context. 

Clients do not set goals in isolation; their aspirations are shaped by personal history, cultural narratives, organisational pressures, and societal expectations. 

A client’s goal to “be more productive,” for instance, might reflect a broader cultural emphasis on efficiency and output rather than a genuine desire for change.

Supervision is an opportunity to explore these systemic influences, inviting coaches to consider the broader forces at play. How do these dynamics shape the client’s goals? 

Is the coach unconsciously reinforcing certain societal norms in their approach to goal-setting? By raising these questions, supervisors help coaches develop a more nuanced, critical lens, enabling them to hold goals within a broader context.

Reimagining the Role of Goals

At their best, goals act as waypoints, orienting the coaching journey without dictating its destination. In supervision, we often explore how coaches might shift from a mindset of “achieving” goals to one of “engaging” with them—viewing goals as living, dynamic entities rather than fixed endpoints.

This perspective invites coaches to embrace the unknown with curiosity and courage. 

When a session diverges from the original agenda, it is not a failure but a possibility—a chance to discover deeper insights or address unseen needs. Supervision becomes a space to reflect on these moments, encouraging coaches to approach their work with openness and flexibility while honouring the client’s agency.

Ultimately, the balance between defined outcomes and emergence mirrors the essence of coaching itself: a dynamic interplay between intention and discovery. 

Goals, while important, are part of a broader landscape, inviting both coach and client to explore the rich terrain of change with a spirit of inquiry and care.oints and more about orientation—a way to begin, not necessarily to end.