ICF Code of Ethics 2025 – Complete Guide to Ethical Standards, Values & AI Guidelines

Introduction: Why Ethics Matter in Coaching

The coaching profession is built on trust. Clients come to coaches with their goals, fears and vulnerabilities, expecting confidentiality, professionalism and clear boundaries. The International Coaching Federation (ICF) establishes the standards that guide coaches worldwide, ensuring our practices are ethical, fair and consistent. The ICF Code of Ethics — a living document outlining the principles and behavioural expectations for all coaches — was updated in 2025 to reflect rapid changes in society, technology and our understanding of professional responsibilities.

In this article you will find a comprehensive analysis of the 2025 Code, its ethical standards and how to apply them. We examine updates that broaden the Code’s scope to include volunteers and staff within the ICF ecosystem, introduce stricter confidentiality standards and address the use of AI and technology. You will also discover the expanded list of core values and practical guidance on navigating conflicts of interest and other ethical dilemmas.

Whether you are an experienced coach, a student preparing for certification or an organisational leader, understanding the ICF Code of Ethics is essential for maintaining the integrity of coaching. Following the template above, this guide utilises headings, tables and examples to maximise readability and SEO performance. Sections also include strategic internal and external links, visuals and calls to action.

1. Overview of the ICF Code of Ethics

1.1 What Is the ICF Code of Ethics?

The ICF Code of Ethics is a formal document detailing the values, principles and ethical standards that guide coaches, mentors, trainers, supervisors, students and others associated with the International Coaching Federation. It is designed to protect clients, ensure fairness and uphold the credibility of coaching as a profession.

According to the ICF, the Code summarises why ethical standards matter and the obligations coaches have toward clients, colleagues and society. It serves as a legal and professional contract: coaches commit to confidentiality, transparency and ongoing competence. The Code is updated periodically to keep pace with changes in coaching practice, legal requirements and societal expectations.

1.2 Historical Context and 2021 Code

Prior to the 2025 update, the most recent major revision to the Code occurred in 2021. The 2021 Code consisted of four sections: Responsibility to Clients, Responsibility to Practice, Professionalism, and Responsibility to Society. It emphasised a “do no harm” philosophy, focusing largely on avoiding unethical behaviour — akin to a medical Hippocratic Oath.

However, new ethical challenges emerged rapidly: digital coaching platforms, artificial intelligence tools, remote sessions and complex confidentiality issues. Additionally, the ICF community recognised the need for more inclusive, proactive language and specific guidance around conflicts of interest and accountability. These realities prompted the 2025 revision.

2. 2025 Updates: Key Changes at a Glance

2.1 Broader Scope – The ICF Ecosystem

Under the new Code, the scope of application extends beyond credential‑holding coaches to encompass anyone within the ICF Ecosystem: credentialed coaches, members, coaching education providers, volunteers, board members, community leaders and staff. This change ensures that everyone associated with the ICF is held to the same standards, closing loopholes for unethical behaviour across different roles.

Example: An ICF volunteer serving on a committee must adhere to confidentiality and professional conduct standards just as they would in a coaching session.

2.2 A New Structure – Five Ethical Sections

The 2021 Code’s four sections have been replaced with a more targeted five‑section structure:

1. Agreements for Client and/or Sponsor Engagement – ensuring clear, transparent contracts and mutual understanding of roles and responsibilities.
2. Confidentiality and Legal Compliance – defining how to collect, store and share client data, including digital privacy, informed consent and compliance with laws.
3. Professional Conduct and Conflicts of Interest – addressing dual relationships, self‑promotion and boundaries; emphasising that coaches must disclose potential conflicts.
4. Commitment to Delivering Consistent Value – articulating expectations for continuous learning, competence and fairness regardless of client identity.
5. Professional Integrity and Accountability – establishing standards for honesty, self‑monitoring, reporting misconduct and accepting sanctions when warranted.

This reorganisation aligns ethical standards with real‑world coaching scenarios rather than abstract categories. It allows coaches to quickly locate guidance for specific situations.

2.3 Shift from “Do No Harm” to “Do Good”

One of the most significant changes emphasised by training providers is the philosophical shift from merely avoiding harm to actively promoting ethical excellence. As the Small Business Coach Training article notes, the 2025 Code reinforces “doing good”—encouraging coaches to proactively contribute to client wellbeing and societal welfare rather than simply avoiding violations. This reframing underscores that ethics isn’t just about preventing misconduct; it’s about modelling integrity and fairness in every interaction.

2.4 Integration of Core Values with Behavioural Examples

While the 2021 Code referenced Professionalism, Collaboration, Humanity and Equity, the new Code embeds these values directly into its standards. Each value now includes behavioural descriptions and examples, making them more actionable.

• Professionalism: Demonstrated through responsibility, respect, integrity, competence and excellence. For instance, being truthful in public statements and resilient when facing challenges.
• Collaboration: Encouraging shared learning, mutual respect and diverse perspectives.
• Humanity: Recognising the inherent dignity of every person and embracing compassion.
• Equity: Committing to fairness, inclusion and equal access regardless of identity.

2.5 Technology & AI Provisions

Digital coaching tools, AI‑driven platforms and data analytics are increasingly integral to coaching. The 2025 Code introduces explicit standards addressing technology and AI use, such as:

• Ensuring that AI‑enabled tools respect client confidentiality and comply with relevant laws.
• Disclosing when AI or automated systems are involved in coaching processes.
• Maintaining professional judgment; technology should augment, not replace, human coaching skills.
• Guarding against biases embedded in algorithms and taking steps to minimise harm.

2.6 Enhanced Confidentiality Standards

Confidentiality remains a central concern in coaching. The new Code expands its guidance to include digital recordkeeping, data security and clarity on when disclosures are allowed or required. Coaches must obtain consent before sharing any information and should document how data will be stored, transmitted and destroyed in compliance with laws..

2.7 Stronger Conflict‑of‑Interest Rules

Conflicts of interest may arise when coaches occupy multiple roles (coach, mentor, trainer) or have personal stakes in their client’s outcomes. The updated Code requires coaches to disclose any potential conflict to clients or sponsors and to take reasonable steps to avoid or manage it. When a dual relationship (e.g., coach and employer) exists, coaches should clarify boundaries and, when necessary, refer the client to another professional.

2.8 Accountability & Enforcement Mechanisms

The Code expands its enforcement provisions, detailing how complaints and ethical breaches will be investigated and what sanctions may follow. Coaches commit to co‑operating with the ICF’s Ethics Review Board, acknowledging that sanctions can include credential revocation or public disclosure of violations. This heightened accountability aims to strengthen public trust in coaching.

3. Comparing the 2021 vs. 2025 ICF Code (Table)

Below is a condensed comparison highlighting key differences between the 2021 and 2025 Codes. The table summarises changes across several dimensions and provides a quick reference for coaches and exam candidates.

4. Core Values & Principles of the ICF Code

Understanding the ICF’s core values provides insight into the purpose behind the ethical standards. These values offer a moral compass for coaches:

4.1 Professionalism

Professionalism entails competence, integrity, respect and continuous learning. Coaches demonstrate this by maintaining up‑to‑date credentials, abiding by the Code and openly communicating with clients. For example, coaches should state their qualifications accurately and decline assignments outside their competence.

4.2 Collaboration

Coaching is inherently collaborative. Coaches are encouraged to foster partnerships with clients, colleagues and stakeholders. This includes acknowledging each party’s expertise, co‑creating goals and honouring different perspectives. Collaboration also means referring clients to other professionals when appropriate.

4.3 Humanity

Humanity emphasises recognising the inherent dignity of each individual. Coaches must cultivate empathy, compassion and cultural sensitivity. This value underpins the Code’s expanded focus on Diversity, Equity, Inclusion & Belonging (DEIB). Coaches must consider how systemic oppression or power dynamics may affect clients and adjust their approach accordingly.

4.4 Equity

Equity goes beyond equality by recognising historical and structural barriers that create unequal opportunities. Coaches commit to treating all clients fairly, advocating for inclusive practices and addressing biases in their own coaching. The 2025 Code’s DEIB framework offers guidance on identifying and dismantling systemic oppression.

5. Confidentiality & Privacy in Coaching

5.1 Importance of Confidentiality

Confidentiality underpins the trust that allows clients to be vulnerable in coaching sessions. When clients know that their disclosures will not be shared without consent, they are more likely to explore deeper issues. Breaching confidentiality can harm clients personally and professionally, damage the coach’s reputation and contravene legal requirements.

5.2 New Confidentiality Standards

The 2025 Code strengthens confidentiality provisions by requiring coaches to:

• Obtain informed consent before recording or sharing client sessions.
• Explain how data will be collected, stored and used, including the use of digital platforms.
• Secure electronic records with strong passwords and encryption.
• Comply with relevant privacy laws (e.g., GDPR, HIPAA) and cross‑border data transfer rules.
• Limit disclosures to those necessary and legally mandated, such as when there is risk of harm or legal compulsion.

5.3 Examples: Managing Confidentiality

Case Example 1: A coach uses a cloud‑based platform to record sessions for their own supervision. Under the new Code, they must inform the client of the recording, obtain written consent and ensure the platform uses secure, encrypted storage. They should also share how long recordings will be kept and how they will be destroyed.

Case Example 2: A corporate coach working with multiple employees is asked by the sponsoring organisation to provide detailed progress reports. The coach should negotiate upfront what information will be shared, securing consent from clients and ensuring that personal details are not disclosed without permission.

6. AI & Technology: Navigating Emerging Ethics

Digital tools and artificial intelligence (AI) can enhance coaching by providing insights, automating scheduling and enabling remote sessions. However, they also raise ethical concerns:

6.1 Transparency and Disclosure

Coaches must inform clients when AI tools influence the coaching process. For example, if a coach uses an AI system to analyse client progress or generate insights, they should disclose how the system works, what data it uses and any limitations. Transparency prevents misrepresentation and supports informed consent.

6.2 Privacy & Data Security

AI systems often rely on large datasets and machine learning algorithms. Coaches must ensure that data is anonymised where possible and stored securely. They should also verify that AI vendors comply with privacy laws and ethical guidelines. If an AI tool suggests actions based on client data, the coach must remain accountable for evaluating and contextualising those suggestions.

6.3 Bias and Fairness

AI tools can inherit biases from their training data. A coaching algorithm might recommend fewer leadership roles to women due to historical bias in corporate data. Coaches must be vigilant in recognising and mitigating these biases. Regular audits of AI tools and cross‑checking recommendations with human judgment help maintain fairness.

6.4 Professional Judgment

Technology should augment—not replace—human expertise. Coaches must use AI insights as one input among many and avoid delegating decisions to algorithms. They remain responsible for the outcomes of their coaching and must always uphold the client’s autonomy.

7. Managing Conflicts of Interest & Professional Conduct

7.1 Recognising Dual Roles

Conflicts of interest often arise when coaches occupy multiple roles with a client or sponsor. For instance, a coach might also be an HR manager within the same organisation or have financial interests in a client’s business. These relationships can compromise objectivity.

7.2 Disclosure and Mitigation

Under the new Code, coaches must disclose potential conflicts at the outset and agree on how to manage them. This could involve limiting the coach’s role, involving a neutral third party or referring the client to another coach. Written agreements should clarify how confidential information will be handled and what boundaries exist.

7.3 Professional Boundaries

Coaches should avoid personal relationships that might impair their impartiality. If a personal relationship develops (e.g., friendship or romantic involvement), the coach must terminate the coaching relationship and refer the client to another professional. Similarly, coaches should not solicit clients for products or services that are unrelated to coaching.

8. Compliance & Accountability

8.1 Ethics Review Process

The ICF’s Ethics Review Board investigates complaints about ethical violations. Coaches are expected to cooperate fully, providing documentation and participating in hearings as needed. Sanctions may include:

• Reprimands or required remediation training.
• Suspension or revocation of credentials.
• Public disclosure of violations, depending on severity.

The ICF emphasises that transparency in the disciplinary process helps build trust and emphasises the seriousness of ethical breaches.

8.2 Self‑Monitoring & Ethical Maturity

The Code encourages coaches to reflect regularly on their practice, identify ethical blind spots and seek supervision or mentoring when issues arise. Ethical maturity involves:

• Being aware of personal values, biases and triggers.
• Engaging in ongoing education about ethics and emerging issues.
• Seeking feedback from peers and clients to improve practices.
• Recognising when to step back or refer a client to ensure objectivity.

9. Applying the Code: Examples & Case Scenarios

Practical scenarios help coaches interpret the Code and apply it to diverse contexts:

9.1 Coaching Across Cultures

Scenario: A coach works with clients across multiple countries with different data protection laws. They must clarify which jurisdiction applies, obtain consent for cross‑border data transfer and ensure compliance with each region’s laws. Additionally, the coach needs cultural sensitivity to understand how ethical norms may vary and adapt accordingly.

9.2 Group & Team Coaching

Scenario: A team coach is hired to improve collaboration. Confidentiality becomes more complex because team members may discuss shared experiences. The coach should establish ground rules: what information can be shared within the group, how individual disclosures will be handled and what happens if team members leave. Documenting these agreements protects everyone.

9.3 Coaching with AI Tools

Scenario: An executive coach uses an AI‑powered platform that analyses voice tone and language to gauge client sentiment. The coach must explain how the AI works, ensure that raw data is not stored indefinitely and review outputs critically before making recommendations. If the tool flags potential mental health concerns, the coach should discuss appropriate referrals instead of attempting therapy.

9.4 Conflicts in Organisational Coaching

Scenario: A coach is hired by a company to work with a high‑potential employee. The coach realises that the sponsor (the employer) expects confidential session notes. The coach should re‑negotiate the agreement, clarifying that only general progress summaries will be provided, preserving the client’s privacy and autonomy.

10. Conclusion & Call to Action

The ICF Code of Ethics is more than a rulebook—it’s a commitment to professional excellence, fairness and compassion. The 2025 update broadens its scope to include all members of the ICF ecosystem, introduces a clearer structure, strengthens confidentiality and conflict‑of‑interest provisions, embraces technological realities and infuses the core values with actionable behaviours. By shifting from a “do no harm” philosophy to actively doing good, the Code reflects a profession that aspires not only to avoid wrong but to make a positive impact.