From Avoiding Bad to Doing Good: Reframing the Moral and Ethical Compass of Coaching
““When I think about the kind of coach—and human being—I want to be remembered as, what does ‘doing good’ require of me today?””
Ethics as Orientation, Not Just Regulation
In every profession, ethics begins with a question: What kind of human being do I want to be in this role?
For coaches, this question is profound. We do not simply follow procedures or deliver outcomes—we enter into relationships where transformation, trust, and human dignity are on the line.
Traditionally, ethics in professional fields has focused heavily on “avoiding bad”—rules that protect others from harm. But increasingly, especially in the coaching world, there is a shift toward a more generative orientation: “doing good.”
This shift is not just semantic. It is philosophical. And it changes everything.
Two Moral Philosophies – A Historical View
Avoiding Bad: The Ethics of Prevention
The “avoid harm” paradigm has roots in classical ethics—especially in deontological ethics, the moral framework developed by Immanuel Kant, who believed that moral duty is fulfilled by obeying rules and doing what is right regardless of outcome. In this model, the focus is on protecting others, upholding justice, and avoiding moral failure.
“Act only according to that maxim whereby you can at the same time will that it should become a universal law.” — Kant
This form of ethics is often expressed through:
Compliance
Non-maleficence (do no harm)
Risk mitigation
Boundaries and safeguards
In many regulated professions—medicine, law, engineering—this form of ethics is essential. It creates the basic safety net upon which trust is built.
But it is incomplete.
Doing Good: The Ethics of Flourishing
“Doing good” aligns with virtue ethics, a philosophy rooted in the works of Aristotle, who argued that ethics is not just about refraining from wrongdoing, but about cultivating excellence in character. For Aristotle, a virtuous person acts not just to avoid shame, but to embody goodness, to contribute to the wellbeing of others and society.
“The purpose of life is not just to live, but to live well.” — Aristotle
This ethical approach emphasizes:
Human flourishing (eudaimonia)
Compassion and care
Generosity and courage
Intentional service
This shift from restraint to contribution is deeply relevant to coaching.
From Defensive Ethics to Generative Presence in Coaching
When we apply these two paradigms to coaching, we begin to see their differences in how we show up for our clients.
Avoiding Bad Ethics in Coaching Might Look Like:
Ensuring we don’t overstep client confidentiality
Not giving advice unless explicitly invited
Steering clear of dual relationships or romantic tension
Saying “I did my job,” even when value is unclear
This approach keeps us safe. But it may also keep us detached, neutral, or overly cautious.
Doing Good Ethics in Coaching Might Look Like:
Holding space with deep empathy, not just neutrality
Encouraging courageous reflection even when it’s uncomfortable
Naming systemic dynamics that affect the client’s reality
Celebrating client wins, not just avoiding mistakes
Voluntarily offering a re-contracting conversation when the client’s needs shift
Doing good asks: What is the best that could emerge here—and how might I partner to make that possible?
Moral Psychology and the Coaching Mindset
Modern research in moral psychology also supports this shift.
Jonathan Haidt, in The Righteous Mind, explains how morality is not just about justice and rules, but also care, loyalty, and the pursuit of shared good.
Carol Gilligan, in In a Different Voice, emphasized that ethical maturity is not only about abstract principles but about relational responsiveness and attunement to others.
These insights align with the coaching mindset as described by ICF:
Trust in the client’s resourcefulness
Reflective learning and self-awareness
Responsiveness to culture, context, and complexity
When we coach to “avoid bad,” we create a safe space.
When we coach to “do good,” we create a transformative space.
Coaching Example – The Two Ethics in Action
Scenario: A client is struggling in a toxic workplace but is afraid to speak up or leave.
An “avoid bad” coach may hold space, listen actively, and reflect what’s said—but avoid pushing too far or suggesting anything actionable to remain safe.
A “do good” coach, in contrast, may ask:
“What would courage look like for you in this situation?”
“Who are you becoming by staying silent?”
“If you did speak up, what values would you be honoring?”
The difference? One stays within safe boundaries. The other moves the client toward inner alignment and growth.
Cultural Integration – Doing Good in the Asian Context
In many Asian cultures, ethical behavior is often grounded in Confucian values such as:
Harmony (和)
Filial piety (孝)
Honor (名譽)
Social responsibility
These values can sometimes encourage conflict avoidance, modesty, and respect for hierarchy—making “doing good” a more subtle or quiet process.
But in coaching, “doing good” in Asia might look like:
Offering gentle truth in the face of polite silence
Creating space for a client to speak up in culturally safe ways
Acknowledging systemic pressures while encouraging personal agency
Partnering with the client to discover what honorably doing good looks like in their worldview
This requires cultural fluency—not just ethics in theory, but ethics in context.
“Doing good is not about applying your values to others. It’s about awakening the values that already live inside them.” — Jedidiah Alex Koh
From Coach as Observer to Coach as Moral Partner
We often describe coaching as “non-directive,” but that does not mean non-ethical.
When we coach from the “doing good” paradigm, we:
Become moral companions, not just neutral mirrors
Help clients align with their values, not just set goals
Care for the person, not just the performance
This does not mean telling clients what is right or wrong—but it does mean creating space where right relationship, meaning, and integrity can emerge.
Ethics as an Invitation to Becoming
Ethics in coaching is not just about what you do. It is about who you are becoming in service of others.
To avoid bad is to protect.
To do good is to elevate.
To be ethical is not just to comply—it is to co-create a world in which trust, truth, and transformation can thrive.
The future of coaching lies not in procedures, but in presence.
Not in playing safe, but in showing up with courage, clarity, and care.
A Continuing Ethical Invitation
As coaches, we are called not only to uphold the integrity of our profession but to embody the heart of it. Doing good is not a destination—it is a daily orientation. It is the quiet courage to act with compassion, the discernment to stand for what matters, and the presence to walk alongside others in their becoming. Beyond the rules and frameworks, ethics invites us into relationship—with our clients, with our communities, and with our own inner compass.
So pause. Reflect. Ask yourself not just What must I avoid?—but What goodness am I being asked to bring into this moment?
In that space, ethics becomes more than a safeguard. It becomes a source of light.
““Ethics in coaching is not just the art of restraint—it’s the courage to create goodness in moments that matter. Doing good begins where silence meets intention.””
