ICF Code of Ethics 2025: Key Changes and Why They Matter for Your Practice

Ethics sit at the heart of professional coaching. They define how coaches partner with clients, protect confidentiality and foster trust. In 2025 the International Coaching Federation (ICF) released an updated Code of Ethics to reflect technological advances, evolving social expectations and the growing role of coaching in corporate and personal transformation. This guide explains the key changes in the 2025 code and demonstrates why these updates matter for your coaching practice. You will learn about new standards related to artificial intelligence (AI), managing multiple roles, confidentiality, inclusion and client well‑being. Beyond summarising policies, this article offers practical guidance to ensure your work remains compliant and aligned with the spirit of the profession.

Why update the Code of Ethics?

The coaching profession has grown rapidly over the past decade. As more coaches enter the field and technology becomes integral to coaching delivery—think video platforms, AI‑powered transcription and scheduling tools—the risks to confidentiality and ethical practice have increased. At the same time, clients expect coaches to uphold higher standards around inclusion, cultural sensitivity and transparency. To address these emerging realities the ICF undertook a rigorous review process, gathering feedback from thousands of coaches, ethicists and stakeholders. The 2025 Code of Ethics introduces clarifications and new standards to address digital technologies, multiple professional roles and evolving global norms.

New Standard 2.5: Responsible use of technology and AI

One of the most prominent additions to the 2025 code is Standard 2.5. The standard states that coaches must fulfil their ethical and legal obligations through any technology systems used in their coaching practice, including artificial intelligence, ensuring confidentiality, security and privacy. In practical terms, this means:

• Selecting ethical technology – Coaches should vet tools for privacy and data‑security practices. Choosing platforms with end‑to‑end encryption and clear data retention policies reduces the risk of unauthorized access.
• Disclosing use of AI – If you employ AI—such as transcription services, chatbots or analytics—you must inform clients about how the AI operates, what data it collects, and how the data will be used or stored. This level of transparency fosters trust and allows clients to provide informed consent.
• Protecting client data – Beyond AI, all digital tools—calendars, contract platforms, customer relationship management systems—must be configured to protect client confidentiality. Use secure passwords, two‑factor authentication and compliance with data protection laws.
• Retaining human judgment – Even with AI assistance, coaches remain responsible for decisions and must ensure that algorithms support rather than replace human connection. The standard discourages over‑reliance on automated interpretations, reminding coaches to exercise critical thinking and compassionate presence.

The importance of Standard 2.5 becomes evident when you consider the proliferation of AI tools. Clients may assume their sessions are private, but transcripts stored in third‑party servers could expose sensitive information. By explicitly requiring coaches to uphold confidentiality and privacy when using AI, the ICF reinforces its commitment to client protection in the digital age.

Standard 3.7: Navigating multiple roles

The revised code acknowledges that many coaches wear multiple professional hats—consultant, trainer, therapist, manager or even friend—and that these roles can create conflicts of interest. Standard 3.7 stipulates that coaches who serve in more than one role must clearly disclose this to clients and ensure that roles are not confused. The standard recognises that multiple roles can enrich a relationship (e.g., blending coaching with facilitation) but also warns that the power dynamics and expectations differ.

For example, if a coach also provides consulting services, the client may expect direct advice, whereas coaching focuses on eliciting the client’s own solutions. Failing to clarify these distinctions can lead to misunderstandings or ethical violations. Coaches are advised to:

• Explain each role – At the start of an engagement, outline the scope and boundaries of each service you offer. Clarify when you are acting as a coach and when you are providing another type of service.
• Obtain informed consent – Ensure that clients understand and agree to the dual relationship. This may involve updating contracts and including statements about how information will be handled across roles.
• Maintain documentation – Keep separate records of coaching sessions and other services. This separation protects confidentiality and prevents misuse of information.
• Revisit roles periodically – As the relationship evolves, check whether additional clarifications or referrals are needed. In some cases, it may be more ethical to refer a client to another professional when conflicts of interest arise.

Reaffirming confidentiality and privacy

While confidentiality has always been a cornerstone of coaching ethics, the 2025 code reiterates its importance in the context of digital tools. Standards 2.1–2.4 continue to emphasise that coaches must maintain strict confidentiality unless mandated by law and must inform clients about how information will be stored and shared. Coaches are required to obtain clear agreements about information exchange and exceptions. In addition, the updated code clarifies that coaches must securely store client records and take reasonable steps to prevent unauthorised access. In practical terms:

• Use password‑protected, encrypted storage for notes and recordings.
• Have a data‑retention policy specifying how long client information is kept and when it is deleted.
• Avoid discussing client details in public or unsecure environments.
• Educate clients on limitations to confidentiality (such as mandatory reporting laws).

Emphasising client well‑being and safety

Beyond legal compliance, the updated code underscores the coach’s responsibility to prioritise client well‑being. Thought leaders note that ethics is not just about rules; it’s about creating a space where creativity and genuine connection can thrive. The code encourages coaches to vigilantly assess risks, ensure clients are psychologically safe and act in clients’ best interests. This includes:

• Assessing fitness for coaching – If a client presents issues beyond a coach’s scope (e.g., severe mental health challenges), the coach should refer them to a qualified professional.
• Setting boundaries – Be clear about what coaching can and cannot do. Avoid promises of guaranteed outcomes or therapeutic claims.
• Monitoring technology use – Some clients may use AI to record sessions or analyse your coaching. Discuss these tools openly and agree on how data will be shared. Remember that coaching is relational; AI should support, not replace, human connection.

Inclusivity, diversity and cultural sensitivity

Although the 2025 code does not introduce a new diversity section, it reinforces commitments to inclusion. Coaches must respect clients’ cultural, social and religious backgrounds and avoid discrimination. The ICF encourages continuous learning about systemic biases and invites coaches to examine how their assumptions influence coaching dynamics. Practically this means:

• Seeking training on cultural competence and diversity, equity and inclusion (DEI).
• Tailoring coaching approaches to the client’s cultural context rather than assuming a one‑size‑fits‑all model.
• Advocating for inclusion in marketing and business practices—ensuring your services are accessible to diverse populations.

Distinguishing compliance from ethical engagement

Many coaches view ethics as a checklist. However, thought leaders argue that true ethical practice goes beyond minimal compliance. Coacharya’s commentary on the revised code notes that ethics provides space for creativity, partnership and genuine connection. The article urges coaches to move beyond “tick‑the‑box” compliance and instead cultivate openness, curiosity and compassionate presence. This perspective encourages you to:

• Reflect on your values and how they align with the coaching relationship.
• Engage in ongoing ethical conversations with peers and supervisors.
• See ethical dilemmas as opportunities for growth rather than obstacles to navigate reluctantly.

Background: Evolution of the ICF Code of Ethics

The ICF Code of Ethics has evolved significantly since the organisation’s founding in 1995. Early versions focused primarily on confidentiality and competence. As coaching matured, the code expanded to include clearer definitions of coaching, boundaries around dual relationships and guidelines for marketing. The 2020 revision introduced language around inclusion and social responsibility. In preparing the 2025 update, the ICF gathered feedback from more than 3,000 coaches and ethicists. The review focused on emerging trends such as the use of AI, globalisation of coaching services and the increasing overlap of coaching with consulting, therapy and supervision. The result is a code that preserves foundational principles while addressing new challenges.

Several improvements are worth highlighting:

1. Refined language – The code uses clearer, more concise language to reduce ambiguity. Terms like “coach” and “client” are defined to avoid confusion. Ethical directives are written as actionable statements to improve compliance.
2. Consolidated standards – Redundant sections were combined, making the code easier to navigate. This simplification helps coaches quickly find relevant guidance.
3. Global applicability – The new code acknowledges cultural differences and urges coaches to adapt their practice to local norms while upholding universal ethical principles. For example, it encourages sensitivity to cultural expressions of respect and authority.

By understanding the evolution of the code, you appreciate its living nature. Ethics is not a fixed set of rules but an ongoing dialogue shaped by practitioners and the societies they serve.

Other significant changes in the 2025 Code

While AI and multiple roles attract the most attention, the 2025 code includes additional updates:

• Expanded definitions of misconduct – The code clarifies that any form of harassment, discrimination, exploitation or abuse of power is prohibited. It explicitly addresses digital misconduct such as cyberbullying or unauthorized recording.
• Stronger conflict‑of‑interest guidelines – Coaches must disclose any relationships or financial interests that could influence their objectivity. This applies not only to dual roles but also to referrals, affiliate partnerships and commission‑based services.
• Clearer marketing guidelines – The code reminds coaches to be honest in advertising. They should not make false claims about their abilities or guarantee specific outcomes. When using testimonials or case studies, coaches must obtain client consent and anonymise information to protect privacy.
• Emphasis on professional development – Coaches are expected to engage in continuous learning and supervision. This not only benefits clients but also ensures that coaches stay current with evolving methodologies and ethics.
• Commitment to social impact – The ICF acknowledges coaches’ role in promoting positive social change. The code encourages coaches to consider how their work supports equity, inclusion and environmental sustainability.

These changes demonstrate the ICF’s responsiveness to the complexities of modern coaching and signal that ethical practice extends beyond individual sessions to broader societal responsibility.

Implementing an ethics culture in your organisation

Ethics is not just a document; it is a culture that permeates your practice. Whether you operate as a solo practitioner or lead a coaching organisation, cultivating an ethical culture requires intentional effort. Here are practical steps:

1. Lead by example – Demonstrate ethical behaviour in all interactions. Be punctual, honour agreements, respect confidentiality and admit mistakes. When you model ethical conduct, you set the tone for colleagues and clients.
2. Create shared agreements – If you run a coaching team, co‑create an internal code of conduct. Encourage input from all members to build shared ownership. Include guidelines for technology use, data handling, referral processes and conflict management.
3. Provide ethics training – Host regular workshops on ethics, diversity and inclusion. Discuss real scenarios and facilitate reflective exercises. Many coaches find that role‑playing ethical dilemmas enhances their ability to act decisively in complex situations.
4. Establish feedback channels – Encourage clients and colleagues to raise concerns about ethical issues. Provide anonymous feedback forms or designate an ethics liaison. Respond to feedback promptly and transparently.
5. Integrate ethics into performance reviews – Evaluate coaches not only on revenue and client outcomes but also on adherence to ethical standards. Recognise those who exemplify ethical practice.
6. Use technology responsibly – Develop policies for selecting, configuring and auditing digital tools. Conduct periodic reviews of software vendors and ensure that contracts include data‑protection clauses.
7. Stay connected to the wider community – Join ICF chapters and communities of practice to stay informed about evolving ethical standards. Participate in discussions, share insights and learn from global peers.

Implementing these practices creates an environment where ethical considerations are part of everyday conversations rather than an afterthought. When ethics becomes a living part of your culture, you reduce the likelihood of compliance breaches and enhance trust among clients and stakeholders.

Common ethical dilemmas and how to resolve them

Even with clear guidelines, ethical dilemmas arise when competing values conflict. Exploring potential scenarios helps you prepare:

Dilemma 1: Confidentiality vs. legal obligation

Scenario: A client reveals involvement in illegal activity during a coaching session. Confidentiality is paramount, but you are also bound by laws requiring you to report certain offences.

Resolution: Under the code, confidentiality may be breached when required by law. Inform the client about the limits of confidentiality at the outset of the relationship. If the client discloses actionable harm, consult legal counsel or an ethics supervisor before reporting. Document the decision‑making process thoroughly.

Dilemma 2: Power imbalance in dual roles

Scenario: You coach your direct report as part of your managerial role. As a manager, you evaluate performance; as a coach, you aim to foster the employee’s development.

Resolution: The 2025 code advises coaches to disclose multiple roles and manage boundaries. Consider whether the power differential could inhibit candid conversations. Often the ethical choice is to refer the employee to an external coach and continue mentorship separately.

Dilemma 3: Coaching across cultures

Scenario: As a Western coach working with an Eastern client, you assume that direct feedback is welcome. The client, however, perceives this style as disrespectful.

Resolution: The code encourages cultural sensitivity and adaptation. Seek to understand the client’s cultural norms and adjust your communication accordingly. Inquire about their preferences around feedback and decision‑making. Investing in cultural competence training prevents missteps.

Dilemma 4: Use of AI for assessment

Scenario: You plan to use an AI tool to analyse client responses and tailor interventions. However, you are uncertain about the tool’s algorithm and data usage.

Resolution: Standard 2.5 requires that you ensure confidentiality and privacy when using AI. Research the tool’s data practices, check for biases and discuss the tool with the client. Offer alternatives if the client is uncomfortable. Always maintain human oversight to interpret AI‑generated insights.

Dilemma 5: Marketing claims

Scenario: On your website you plan to state that 100 % of your clients achieve transformational results. This claim is based on personal perception rather than verified data.

Resolution: The code requires honest marketing. Avoid over‑promising outcomes and instead share testimonials with permission and clear context. Include caveats that results vary based on client commitment and circumstances.

By anticipating these dilemmas, you can prepare scripts, policies and decision trees that guide your response. When in doubt, consult with a supervisor or ethics advisor and document the reasoning behind your choices.

Practical steps to integrate the new code into your practice

1. Update your coaching agreements – Explicitly mention technology use, data storage, confidentiality limits and multiple roles. This ensures clients understand the boundaries and fosters transparency.
2. Review your tech stack – Audit all digital tools, from scheduling software to AI assistants. Ensure they meet privacy standards and are configured securely.
3. Educate clients about AI – If you use transcription or analytics tools, explain how they work and allow clients to opt out or choose alternatives.
4. Clarify your roles – When acting as a consultant, trainer or mentor in addition to coaching, outline each role in writing. Discuss potential conflicts of interest and make referrals when necessary.
5. Invest in professional development – Attend ethics workshops, DEI training and supervision sessions. This not only keeps you compliant but also deepens your capacity to serve diverse clients effectively.
6. Document decision‑making – When faced with an ethical dilemma, record your reasoning and steps taken. Documentation provides evidence of due diligence and helps refine your ethical framework.

Case studies: Applying the code in real scenarios

Case 1: Recording without consent – A coach uses an AI transcription tool to capture session notes. They forget to inform the client that sessions are recorded. When the client discovers a transcript on a shared drive, they feel violated. Under Standard 2.5, the coach should have disclosed the technology and obtained consent. In response, the coach apologises, deletes the transcripts and revises their agreements to include a disclosure.

Case 2: Dual roles – A leadership coach also works as an internal HR consultant for the client’s company. During coaching sessions, the client shares confidential concerns about their team. Under Standard 3.7 the coach must clarify that they wear two hats and ensure information shared in coaching remains confidential unless the client grants permission. The coach updates the contract to include a clause about boundaries and refers the client to another consultant for HR matters.

Case 3: AI bias – A coach uses an AI tool to recommend development resources to clients. The tool’s algorithm favours resources written by Western authors and overlooks culturally relevant materials. Recognising this bias, the coach decides to manually curate resources to ensure cultural inclusivity. This aligns with the commitment to DEI and reinforces the human oversight required when using AI.

Staying future‑ready

The pace of technological change means that ethical guidelines will continue to evolve. To stay ahead:

• Participate in ethics discussions – Join webinars and forums hosted by the ICF and other professional bodies. Share challenges and learn from peers.
• Monitor regulatory changes – Data protection laws (e.g., GDPR, India’s DPDP Act) influence how you handle client information. Ensure your practices align with local and international regulations.
• Experiment responsibly – When adopting new tools, start with low‑risk applications and seek feedback. Evaluate whether the tool truly enhances coaching or introduces unnecessary complexity.
• Advocate for ethical AI – Engage with software vendors to encourage ethical design. Ask questions about data usage, bias mitigation and security.

Creating your personal ethics development plan

Ethical mastery is not achieved in a single workshop. It requires ongoing reflection and intentional practice. Building a personal ethics development plan helps you integrate the Code into daily decisions and grow alongside the profession. Consider the following framework:

1. Self‑assessment – Begin by evaluating your current understanding of the code and your ethical strengths and weaknesses. Reflect on past coaching situations: where did you feel ethically confident? Where did you hesitate or wish for more guidance? Use the ICF competencies as a lens to evaluate your behaviour.
2. Set learning goals – Identify two or three ethical areas you want to deepen—such as cultural competence, technology management or dual‑role boundaries. Set SMART (Specific, Measurable, Achievable, Relevant, Time‑bound) goals; for instance, “Complete a DEI training by the end of this quarter” or “Implement a privacy policy for my coaching practice within one month.”
3. Seek mentorship and supervision – Work with a mentor coach or supervisor to discuss ethical dilemmas and receive feedback. Supervision invites broader reflection on how personal biases and emotions influence your decisions. It also reinforces accountability and offers a safe space to explore challenging topics.
4. Engage in peer dialogues – Form or join a peer ethics circle. Meeting monthly with a small group of coaches to discuss cases, new research and personal experiences builds collective wisdom. Rotating facilitation ensures that each member contributes.
5. Document ethical decisions – Maintain a journal or digital log of ethical questions you face. Write down the context, options considered, resources consulted and rationale for your decision. This practice sharpens your ethical reasoning and provides a record if questions arise later.
6. Review and revise – Schedule quarterly reviews of your development plan. Evaluate progress toward your goals, adjust timelines and set new objectives. Celebrate achievements to maintain motivation.

A personal ethics development plan transforms the Code from an external document into an internal compass. By actively engaging with ethical principles, you build resilience and integrity, ensuring that your coaching practice remains both compliant and deeply human.

Conclusion

The 2025 ICF Code of Ethics reflects the coaching profession’s evolution. By addressing AI, multiple roles, confidentiality, inclusion and client well‑being, the updated standards strengthen the foundation of trust that coaching rests upon. The changes remind us that ethics is not static; it’s a living conversation that grows with our understanding of human development and technology. Integrating these guidelines into your practice will not only keep you compliant but will also enhance your reputation and effectiveness as a coach. Embrace the updated code as an opportunity to deepen your commitment to integrity and to model the values you wish to instil in your clients. With awareness, reflection and action, you can turn ethical principles into everyday practice and contribute to a vibrant, responsible coaching community.