Coaching has long been associated with performance improvement, leadership development, and personal transformation. But what if the secret to impactful coaching isn’t just strategy or discipline—but joy and curiosity?
In a recent conversation, executive coach and thought leader Zoran Todorovic shared insights on why fun, curiosity, and purpose are key to effective coaching and leadership. His philosophy challenges traditional thinking by encouraging leaders to embrace joy, let go of resistance, and stay open to new possibilities.
Many professionals associate coaching with serious, deep work—unpacking challenges, overcoming obstacles, and transforming weaknesses into strengths. But Zoran emphasizes that coaching should also be fun.
His organization, TNM Coaching, realized this early on. Clients consistently rated their coaching experiences highly because they were engaging and enjoyable.
When people learn in a joyful environment, they are more likely to retain information and embrace change. Research supports this: Studies show that positive emotions enhance problem-solving abilities and increase cognitive flexibility, helping leaders make better decisions (Fredrickson, 2001).
Beyond individual growth, joy has a significant impact on team dynamics. Teams that enjoy their work and collaborate in a fun, engaging way are often more productive and innovative. According to a study by the University of Warwick, happy employees are 12% more productive than those who are dissatisfied at work.
Curiosity is an essential skill for both leaders and coaches. Without it, progress stalls. Leaders who approach challenges with a beginner’s mindset—open to new ideas rather than fixated on past expertise—can adapt and thrive in today’s fast-changing world.
Zoran describes curiosity as a way to reset and reinvent ourselves. Neuroscience backs this up: research has found that curiosity activates brain regions related to learning and memory, making people more receptive to new information (Gruber et al., 2014).
A lack of curiosity can lead to stagnation, both in personal growth and in leadership. In contrast, when leaders encourage curiosity in their teams, they foster a culture of learning and continuous improvement. Organizations that prioritize learning cultures see higher employee engagement, greater innovation, and better long-term performance.
Zoran’s coaching philosophy extends beyond personal transformation. He speaks about "evolutionary coaching," where each coaching session not only helps the individual but also contributes to a larger, collective change.
By addressing common leadership struggles—like time management, confidence, or communication—coaches can influence a broader shift in workplaces and society. If enough people experience personal breakthroughs, entire industries and cultures can evolve.
For example, the shift towards coaching-based leadership styles in organizations has led to measurable improvements in business outcomes. Research from the International Coaching Federation (ICF) shows that organizations that invest in coaching report a 70% improvement in work performance, better communication, and stronger leadership development.
Another key theme Zoran discussed was the role of trust in coaching. Without trust, deep transformation is difficult. Many leaders define themselves by their titles—CEO, manager, director—but coaching invites them to strip away these layers and explore who they truly are.
Creating trust takes time. Coaches must be present, listen deeply, and show empathy. This environment of psychological safety allows clients to be vulnerable, acknowledge their fears, and embrace change. As Zoran puts it, “When we have this deeper level of relating, then we can be vulnerable and then coach can make requests. And then we can challenge the growth and share observations without being judgmental.”
The coaching industry has come a long way. When Zoran first started TNM Coaching in 1999, coaching was a new concept in Europe. Now, it’s widely recognized as a powerful leadership development tool. However, organizations must move beyond just talking about purpose and mission—they must truly integrate these values into their cultures.
Younger generations entering the workforce are demanding authenticity. They want to work for organizations that align with their values, and they are less willing to stay in environments that feel inauthentic. Research shows that 77% of millennials consider a company’s purpose before accepting a job.
As businesses embrace coaching, they must also take a broader responsibility. Coaching should not just be about improving individual performance but about evolving workplaces and societies. Zoran introduces the concept of “seven-generation thinking,” where leaders make decisions that consider the long-term impact on future generations. By thinking beyond short-term gains and quarterly results, businesses can create lasting positive change.
Zoran’s message is clear: coaching is not just about fixing problems. It’s about activating potential, embracing joy, and staying curious. For leaders and coaches alike, the challenge is to create environments that inspire people to grow—not through pressure, but through possibility.
So, ask yourself: How can you bring more joy and curiosity into your work? The answer might just be the key to unlocking lasting transformation.
For coaches looking to expand their impact, platforms like Delenta provide an all-in-one solution to manage coaching businesses efficiently. From scheduling sessions to handling payments and client engagement, Delenta empowers coaches to focus on what truly matters—helping others grow. Learn more about how Delenta supports coaches at Delenta.com.
