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This article reports the results of a randomized field experiment that tested the effects of a new business intervention among managers of small- and medium-sized enterprises (SMEs) in England.

Individual managers (learners) were randomly assigned in clusters (companies) to either an intervention group (265 learners; 40 SMEs) receiving a novel virtual, blended training program designed to stimulate a change in management behavior or a no-intervention group (118 learners; 22 SMEs).

The results show that the primary objective of changing management behavior to use more of an Operational Coaching™ style of management has been achieved (to a statistically significant level), and this is against the backdrop of the devastating COVID-19 pandemic. Positive trends in SME productivity metrics were also observed in the intervention group companies.

These important results could be indicative of the economic and productivity impact that a change in management behavior could have, and they warrant serious further investigation.

This paper aims to demonstrate how commercially effective business coaching can and should be implemented.

Drawing on both external sources and personal experience both as a coach herself and as the Director of Coaching for a specialist coaching company, the author discusses the main obstacles to successful coaching and how they should be overcome to maximise the return on investment for the sponsoring organization.

The piece delivers accessible suggestions for increasing the return on investment of coaching programmes.

With these suggestions in mind, the common pitfalls can be avoided, allowing companies access to the best, and most profitable, coaching.

Where other authors examine the benefits of coaching in terms of productivity and personal benefit for employees, the author brings into play the often‐forgotten commercial element, explaining how to ensure that the coaching implemented is a success in every sense.