A randomized clinical trial evaluated the effectiveness of physician peer coaching in reducing burnout and improving well-being. The study involved 138 physicians who were randomly assigned to either a coaching group or a control group. The coaching group received six sessions of individualized coaching over three months from professionally trained physician peers, while the control group used standard institutional resources for burnout and wellness. The primary outcome was burnout measured by the Stanford Professional Fulfillment Index, with secondary outcomes including professional fulfillment, work engagement, and self-valuation. Results showed statistically significant improvements in burnout, interpersonal disengagement, professional fulfillment, and work engagement in the coaching group compared to the control group. The coaching group experienced a 21.6% reduction in burnout scores, a 30.1% decrease in interpersonal disengagement, and a 10.7% increase in professional fulfillment. Work engagement also improved by 6.3% in the coaching group. While self-valuation increased in both groups, the difference was not statistically significant. The study found that peer coaching by professionally trained physicians was effective in reducing burnout and improving well-being, workplace satisfaction, and engagement. The intervention was well-received, with high fidelity and program satisfaction. The cost of coaching was lower than previously reported studies, with ongoing cost savings. The findings suggest that peer coaching could be a sustainable and effective strategy for addressing physician burnout. However, the study had limitations, including potential selection bias and the short duration of the intervention. Further research is needed to assess the long-term effects of coaching on physician well-being and hospital culture.A randomized clinical trial evaluated the effectiveness of physician peer coaching in reducing burnout and improving well-being. The study involved 138 physicians who were randomly assigned to either a coaching group or a control group. The coaching group received six sessions of individualized coaching over three months from professionally trained physician peers, while the control group used standard institutional resources for burnout and wellness. The primary outcome was burnout measured by the Stanford Professional Fulfillment Index, with secondary outcomes including professional fulfillment, work engagement, and self-valuation. Results showed statistically significant improvements in burnout, interpersonal disengagement, professional fulfillment, and work engagement in the coaching group compared to the control group. The coaching group experienced a 21.6% reduction in burnout scores, a 30.1% decrease in interpersonal disengagement, and a 10.7% increase in professional fulfillment. Work engagement also improved by 6.3% in the coaching group. While self-valuation increased in both groups, the difference was not statistically significant. The study found that peer coaching by professionally trained physicians was effective in reducing burnout and improving well-being, workplace satisfaction, and engagement. The intervention was well-received, with high fidelity and program satisfaction. The cost of coaching was lower than previously reported studies, with ongoing cost savings. The findings suggest that peer coaching could be a sustainable and effective strategy for addressing physician burnout. However, the study had limitations, including potential selection bias and the short duration of the intervention. Further research is needed to assess the long-term effects of coaching on physician well-being and hospital culture.