"What Changed with Coaching?" First Public Release of Data from 10,000 Managers

mento Inc. (Headquarters: Minato-ku, Tokyo; Representative Director: Kenji Kimura), which provides the management coaching service "mento (メント)", will release for the first time the results of an analysis of coaching effects based on user data, marking the milestone of exceeding 10,000 cumulative users for "mento Management Coach".

Amidst the widespread recognition of "managerial isolation" and "management as a "punishment game"" as social issues, the need for individualized support for each manager is increasing. This data is important as the question of "how to measure the return on investment in management layers" gains importance in the practice of human capital management.

As a result, high levels were recorded across all three indicators: behavioral change, performance contribution, and NPS® (Net Promoter Score/likelihood to recommend). Significant improvements were confirmed across multifaceted indicators such as engagement and leadership skills with an average of approximately 6.5 months of support.

◾️ TOPIX

- First public release of coaching effect analysis results based on data from over 10,000 cumulative users.

- 95% of users responded that they "felt a change in their behavior."

- 92% of users evaluated that it "contributed to performance improvement."

- NPS (likelihood to recommend) score is +37. Promoters are 50% and Detractors are 13%, indicating a high level.

◾️ Detailed Coaching Effect Data

All data below has been anonymized in accordance with mento's terms of service and analyzed by comparing the initial and final responses of the same users.

1. Key 3 Indicators: 95% Behavioral Change, 92% Performance Contribution, +37 NPS

High levels were recorded for all three core indicators in the user survey.

[Behavioral Change]

Regarding the question "Did you feel a change in your behavior as a result of receiving coaching?", 95% responded "Felt a change" (5 or higher on a 7-point scale) (N=2,259).

[Performance Contribution]

Regarding "Did it contribute to the improvement of your own or the organization's performance?", 92% evaluated "Contributed" (5 or higher on a 7-point scale) (N=2,378).

[NPS (Likelihood to Recommend)]

The NPS (likelihood to recommend), which indicates the likelihood of recommending coaching to other managers, is +37. Promoters are 50% and Detractors are 13% (N=2,880).

2. Work Environment: "Personal Growth" 21.4% → 47.4% (2.21x) and 9 other items improved

In the "Work Environment" (9 items related to well-being and engagement), when asked about satisfaction with each item, the high score rate (ratio of 8-10 points) improved for all items. "Personal growth," "results," and "utilization of strengths and skills" showed significant changes (N=2,079-2,080).

- Personal growth: 21.4% → 47.4% (2.21x)

- Results: 18.1% → 33.9% (1.87x)

- Utilization of strengths and skills: 27.5% → 47.9% (1.74x)

3. Engagement: "Feeling energized" 34.8% → 51.0% (1.47x) and 3 other items improved

The high score rate (ratio of 6-7 points) improved for all three items of work engagement (vitality, enthusiasm, absorption).

- Feeling energized when working: 34.8% → 51.0% (1.47x)

- I am absorbed in my work: 33.5% → 49.2% (1.47x)

- Enthusiastic about work: 47.7% → 56.6% (1.19x)

4. Leading Self (Self-Awareness/Skills): "Career Image" 25.8% → 51.8% (2.00x) and 7 other items improved

All 7 items related to "ability to lead oneself" improved. "Future career image" and "goal setting" showed significant changes (N=1,799-2,601).

- Having a clear image of one's future career and values to cherish: 25.8% → 51.8% (2.00x)

- Having ambitious goals and being proactive towards organizational and personal growth: 36.8% → 54.7% (1.49x)

- Able to review work processes and proceed with work efficiently: 27.5% → 39.5% (1.44x)

5. Leading People: "Understanding Members" 18.2% → 37.6% (2.06x) and 4 other items improved

All 4 items related to how to engage with team members improved. "Understanding members" and "communicating expectations" approximately doubled, significantly changing the quality of team management (N=2,002-2,374).

- Understanding the drivers of members' motivation and working to connect their work with their motivation: 18.2% → 37.6% (2.06x)

- Able to clearly communicate expectations and requests to members and get them to act: 19.2% → 37.3% (1.95x)

6. Leading Organization: "Grasping Organizational Structure" 22.0% → 41.0% (1.86x) and 5 other items improved

All 5 indicators as leaders of the organization improved. "Grasping organizational structure," "showing future vision," and "having an ideal image" showed significant changes (N=1,943-2,035).

- Able to accurately grasp the organizational structure and align realistic challenges with ideal goals: 22.0% → 41.0% (1.86x)

- Showing employees the ideal state, such as the company's future vision: 19.1% → 34.9% (1.82x)

- Having an ideal vision for the business and organization to achieve as a leader: 40.0% → 59.8% (1.50x)

◾️ Comment from Hirokazu Date, Representative Director of Business Research Lab Inc.

Research in foreign countries has shown that coaching leads to performance improvement. It is significant that multifaceted changes in behavioral change, performance contribution, engagement, and leadership-related indicators have now been confirmed with domestic practical data. Dialogue with an external coach serves as a catalyst for managers to deepen their role perception and promote autonomous behavioral change. This data likely suggests that individual transformation of leaders has a positive ripple effect on those around them.

◾️ Comment from Taiki Sugiura, CAIO (Chief AI Officer) of mento Inc.

Management is inherently a difficult job. Each person is different, situations are constantly changing, and progress cannot be made with logic alone or feelings alone. Amidst the entanglement of many factors, one is required to continuously provide answers.

We analyzed responses from thousands of people who answered before and after coaching. Many reported positive feedback and expressed a desire to recommend it to others (92% felt a contribution to performance, and the NPS indicating recommendation likelihood was +37). Notably, significant changes were observed in areas that have been considered the most difficult, such as understanding members' motivations and envisioning one's own future. Furthermore, the data revealed that even amidst daily life where burnout is often discussed, vitality for work has increased.

Our coaching is directly reflected in this data, demonstrating how it leads to changes in each individual manager. We will continue to carefully engage with each person, valuing this certainty.

◾️ Data Overview

Data Name

mento User Survey Results (July 2026)

Service Subject

mento Management Coach

Analysis Target

Managers who received mento coaching (users who responded to the survey more than twice)

Key Sample Size

NPS: N=2,880 / Behavioral Change: N=2,259 / Performance: N=2,378

Comparison Method

Comparison of initial to final responses (average interval approx. 197-199 days / approx. 6.5 months)

Release Date

July 1, 2026

Announcing Entity

mento Inc.

[Regarding Data Usage] This data has been aggregated after anonymization to ensure that individuals and companies cannot be identified, in accordance with mento's terms of service. Confidentiality of coaching is maintained, and specific statements or personal information are not included. When quoting, please clearly state "Source: mento Inc. Coaching Effect Data (June 2026)".

◾️ About "mento Management Coach"

"mento Management Coach" is a coaching service for managers that draws out leaders' true feelings to transform organizations. We provide a platform for companies to use high-quality coaching more easily online. To date, we have provided over 70,000 hours of coaching in total, with approximately 200 registered coaches. Since its release in 2020, it has been adopted by major companies including Panasonic, ITOCHU, and Dentsu.

While coaching was previously something for executives or a select few, mento can provide individually optimized development measures simultaneously for middle managers and teams ranging from tens to hundreds of people. (https://www.mento.jp/service/management-coach)

◾️ About mento Inc.

"Making passion ordinary."

In this era where information abounds and countless "correct answers" are readily available, we aim to make it ordinary for people to live passionately in their own way. We are challenging ourselves to change the world from the human heart.

[Company Profile]

Company Name: mento Inc.

Location: 2F, Nissei Mita Building, 3-9-11 Mita, Minato-ku, Tokyo

Representative Director: Kenji Kimura

Establishment Date: February 2018

Business Activities:

Development and operation of the management success platform "mento" https://mento.jp/

Development and operation of the personal coaching service "mento" https://i.mento.jp/

Corporate Site: https://mento.co.jp/

<Inquiries Regarding This Matter>

mento Inc. Public Relations: Iwata / Tsuboi

Email: press@mento.co.jp