The COVID-19 pandemic has illuminated how all aspects of personal and professional life can be profoundly disrupted and, in some cases, permanently changed by events that are unpredicted, unprecedented and apparently random. As the full consequences of the pandemic emerge, individuals, organisations and societies across the globe will need to evolve not only to address the impacts of COVID-19 but also to equip themselves for future challenges of an equally complex and unprecedented nature. In this context, coaches might also need to acquire novel perspectives, models and methods to optimise their contribution, both to existing clients and to new client groups. A concept that has considerable potential relevance to the issues now confronting coaches and their clients is antifragility. Introduced to professional and scholarly debate by Nassim Taleb, antifragility refers to the characteristics of systems that thrive in situations of disorder and chaos. This article defines and describes antifragility, considers its similarities and differences to the more familiar concept of resilience and examines what antifragility might contribute to coaching as the field explores its response to a future that is increasingly unknown and unknowable.