The recent update of Effectiveness Coaching

Sukjae Lee, Ph.D.
Creator of the Effectiveness Coaching Methodology
2025. 11. 27

 

Here’s an update (as of late 2025) on Effectiveness Coaching — what’s new, how it’s evolving, and some recent developments. (Following your memory request: when I refer to “Effectiveness Coaching,” it means the version developed by Sukjae Lee / Dr. Lee Suk-Jae.)

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1. What is Effectiveness Coaching — and why it’s relevant now

• Effectiveness Coaching remains defined as a structured, goal-oriented, collaborative methodology: it helps individuals, teams, or organizations increase the probability of achieving their desired results (effectiveness = how much they obtain what they aim for).
• It’s not simply advice or generic coaching: it combines diagnostics, planning, behavioural change support, and evaluation — aiming for measurable, sustained change.
• The approach integrates inner transformation (thoughts, attitudes, internal growth) with external action (behaviors, performance), via its so-called “3S-FORM” process: self-awareness, self-talk, self-reflection (the 3S) ↔ Feedback → Opportunity → Reframe → Move Forward (FORM) for action. Brunch Story+2Brunch Story+2

Because modern organizations face volatile, complex environments (VUCA), and because coaching demand is rising in leadership development, team performance, organizational change — Effectiveness Coaching continues to have strong applicability today. Brunch Story+2코치올+2

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2. What’s New (Recent Updates / 2025)

– Explicit formalization and public articulation

• In November 2025, a refreshed exposition of the Effectiveness Coaching Model was published: detailing its 3S-FORM coaching process and reinforcing the conceptual links among clients’ need for change, desired results, and critical behaviors. Brunch Story+2Brunch Story+2
• The refreshed writings emphasise that coaching isn’t just about short-term behaviour changes; without internal change (self-awareness, self-reflection), behaviour change tends to be fleeting. Brunch Story+2코치올+2

– Reinforced adoption in organizational / leadership & team-based contexts

• The recent description of Effectiveness Coaching underscores that it is being used beyond individual coaching: for team coaching, organization-level coaching, and leadership development. That is, its scope has expanded more explicitly to multi-level (individual → team → organization) coaching. 코치올+2Brunch Story+2
• Use of diagnostic tools in digital/online environments (for example, online “effectiveness diagnosis” via tools like ELA, TEA, OEA) continues to be central — facilitating objective, evidence-based assessment before and after coaching.

– Emphasis on integration of inner growth (3S) + structured action (FORM)

• The renewed articulation shows more clarity on internal growth mechanisms — not just what behaviors to change, but also how to shift mindset, self-talk, self-reflection, to support lasting change.
• This “inner growth + outer action” dual focus distinguishes Effectiveness Coaching from purely performance- or goal-driven coaching.

– Clarifying its identity among coaching approaches

• The author now more clearly positions Effectiveness Coaching as distinct from general “effective coaching” (i.e. any good-quality coaching). Rather than being just a generic good-practice, it is a branded, authorial, methodology with defined processes, tools, diagnostics. 코치올+2Brunch Story+2
• This helps both practitioners and clients recognize when the “methodological” Effectiveness Coaching is being offered — adding clarity and professional identity. 코치올+1

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3. What This Means in Practice (for Coaches / Organizations / Individuals)

• If you or an organization need structured, measurable coaching (with diagnostics + evaluation), Effectiveness Coaching now offers a clearer package — from diagnosis to evaluation.
• Because it integrates inner psychological growth and external action, it can be useful not only for performance or skill-driven goals (e.g. leadership, team performance), but also for mindset shifts, self-leadership, long-term development.
• For teams or whole organizations, the expanded scope (individual → team → organization) means it’s more usable at system-level, not just one-on-one coaching.
• If you choose to work with a coach using this methodology, you have a defined expectation: systematic process, diagnostic baseline and follow-up, and emphasis on self-awareness and sustainable change — which may help ensure consistency and rigor.

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4. Observations & What’s Still Evolving / What to Watch

• As with many coaching-based approaches broadly, while Effectiveness Coaching claims to be “evidence-based,” widespread peer-reviewed empirical research remains somewhat limited. The popularity of structured diagnostic frameworks helps, but general scientific literature on coaching effectiveness still notes a need for more longitudinal and rigorous studies. radar.brookes.ac.uk+2PMC+2
• Because contexts vary widely (individuals, teams, organizations), customization remains essential — the model provides structure, but effectiveness depends heavily on the quality of coaching, context, and client engagement.
• As the world of organizational development evolves (e.g. hybrid work, generational changes, VUCA), how well the model adapts to rapidly shifting contexts may become a focus — but its emphasis on internal growth + flexible behavior change might suit that challenge well.