Beyond the Boardroom: Why the GCC is Doubling Down on Executive Coaching and Mentoring

For Western professionals preparing to enter the Gulf Cooperation Council (GCC) market, the narrative often centers on the scale of ambition. Megaprojects, economic diversification, and rapid technological adoption dominate the headlines. Yet, beneath the surface of these sweeping macroeconomic shifts lies a profound transformation in human capital. Across the region and particularly in Saudi Arabia, businesses are making unprecedented investments in executive coaching and mentoring.

For executives moving to the Region, it could be valuable to think about their own leadership development as well as preparing to be mentors to their direct reports.

At Lerwood, having operated as executive coaches and mentoring consultants in Saudi Arabia for over 20 years, my team and I have witnessed this evolution firsthand. Coaching is no longer viewed as a remedial tool or a Western corporate import; it has become a strategic imperative for organizations navigating the complexities of Vision 2030 and the broader regional transformation.

For expats stepping into leadership roles in the Gulf, understanding why this shift is happening is critical to long term success for themselves and their teams.

 

The Data Behind the Boom

The surge in coaching across the Middle East is not merely anecdotal. According to the 2025 Global Coaching Study commissioned by the International Coaching Federation (ICF), the Middle East and Africa (MENA) lead the world in anticipated coaching growth, with 71% of coaches in the region projecting continued expansion.

This growth is driven by a fundamental shift in how organizations view talent development. Traditional, classroom style leadership training is increasingly being supplemented or replaced by personalized coaching. Businesses recognize that in a region characterized by rapid change and diverse, multicultural workforces, agility and emotional intelligence are just as vital as technical .

Around two decades ago, coaching in the GCC was relatively new and untested. Today, Its value is increasingly evident.

 

Navigating Nationalization and Talent Development

One of the primary drivers of the coaching boom in Saudi Arabia is the intersection of Vision 2030 and the Nitaqat (Saudization) program. As organizations are mandated to increase the representation of Saudi nationals in their workforces (particularly in senior leadership roles) the focus has shifted from mere recruitment to retention and accelerated development.

Mentoring programs have become the bridge between experienced expatriate leaders and emerging local talent. Western professionals are frequently tasked not just with delivering business results, but with actively developing the next generation of Saudi leaders. This requires a nuanced approach. Mentoring in the GCC is deeply rooted in the Region’s relationship-based business culture, where trust and personal connection are linked to transactional success.

As Paul O’Shea, our specialist in mentoring observes:

“Saudi professionals respond best to mentoring that feels like a genuine partnership rather than a top down instruction. You need to spend the first several sessions simply building trust and understanding their personal aspirations. Once that foundation is secure, the learning accelerates rapidly because they feel safe to take risks and ask questions.”

 

Bridging the Cross Cultural Divide

For Western expatriates, executive coaching serves a dual purpose. It is not only a tool they use to develop their teams, but a vital resource for their own adaptation.

The transition to working in the GCC requires significant cultural intelligence. Leadership styles that are effective in London or New York may not translate seamlessly to Riyadh or Dubai. Expatriate leaders must learn to navigate hierarchical structures, understand the nuances of indirect communication, and adapt to different concepts of time and consensus building.

Coaching provides a confidential space for Western executives to decode these cultural nuances. It helps them build the self-awareness required to lead inclusively and effectively in a multicultural environment. Without this support, the risk of cultural friction and ultimately, assignment failure increases significantly.

Rizane Abbas, who coaches extensively as part of our team in the Kingdom, notes:

“The biggest blind spot for Western expats is assuming that silence means agreement or that a direct ‘no’ is and that their own cultural norms are universally applicable. In reality, indirect communication is a sign of respect not reluctance. Coaching helps them learn to read the room and understand that consensus often built through private conversations long before a meeting ever starts.”

 

The ROI of Human Connection

Ultimately, the investment in coaching and mentoring across the GCC reflects a maturing business landscape. Organizations are realizing that the success of their strategic visions depends entirely on the capability and cohesion of their people.

For Western professionals entering the market, this presents a unique opportunity. Those who embrace the regions commitment to continuous learning, who actively seek out cultural coaching for themselves, and who invest time in mentoring their local colleagues, will find themselves at a distinct advantage.

After two decades in the Kingdom, the most successful expatriate leaders I see are those who understand that in the Gulf, business is . Coaching and mentoring are simply the most effective frameworks we have for building the deep, resilient relationships that drive success in this dynamic region.

At Lerwood, we specialize in guiding leaders through this exact transition. To explore how our tailored programs can support your journey in the GCC, visit us at lerwood.com.