I recently attended the ANZAM conference in Brisbane where two issues caught my attention. Firstly, there was almost no mention of coaching across the hundreds of presentations and symposia (more on that later).The second issue was an illuminating keynote by Prof. Mary Uhl-Bein on the disconnect between published research in organisational behaviour and the minimal impact the majority of that research has. The figures are confronting. In an article by Glick, Miller, and Cardinal (2007) where impact was defined as publishing in one of the top seven journals in organisational behaviour and generating more than 100 citations, 99.26% of articles were failing to reach that admittedly high benchmark. The cost of this low impact both financially and academically is simply unsustainable (Tsui, 2015). So how applicable is this to coaching research? Well, at this point, we just do not know as the research has not been done but I strongly suspect that it is a very few coaching articles that generate the vast majority of citations. However, the question remains as to what can be done to enhance the impact and utility of published research for our practitioner and research stakeholders.