I was recently coaching a leader, tasked with the creation of a development and coaching plan in response to 360˚ feedback. As we fleshed out his plan, he was impressively quick to identify action items that would improve his leadership and move the needle on areas of focus. When we turned to discussing the ways in which success is best measured, however, he began pondering which of his business KPIs would be a good measurement tool. Although these metrics are critical to understanding business performance, even the highest-ranking individual executives (such as a President or Vice President) can have only a marginal impact on these indicators. This wasn’t new to me—I have often found myself counseling leaders on how to best monitor their behavior and measure the modifications. I offered advice and tips to help track his progress against developmental goals. Then, he mentioned something that changed the way I thought about executive development: “This is helpful. It’s hard to know how to measure the intangible.”