Why every leader should be a coach
Leadership is a concept that’s notoriously hard to pin down. Is it a title? A behaviour? From my perspective, it’s both. And in today’s workplaces, leaders who adopt coaching behaviours, rather than relying purely on authority tied to their title, see remarkable outcomes. Coaching fosters confidence and accountability, providing support, direction, and challenge. It’s the “challenge” aspect that helps unlock potential, optimise performance, and in turn drive business success. It’s a win-win, so why do some leaders shy away from the coaching part of their roles?
Why some leaders resist coaching
From years of working with HR professionals, business owners, and leadership teams, I’ve seen a familiar pattern emerge. Leaders often push back against the coaching element of their responsibilities. To them, it feels like “coddling” or unnecessary hand-holding. One client shared their struggle in supporting a leader who dismissed coaching with the words, “I just need them to get on with things.”
This attitude isn’t unusual, and it highlights a common misconception that coaching equals leniency. There’s also a belief that coaching is exclusive to external consultants - specialists who run short-term programs for team development. But here’s the truth. Leaders who incorporate regular, internal coaching behaviours into their day-to-day create alignment between expertise, values, and behaviour in a way no outsourced program can achieve.
Coaching, when embedded into leadership practices, becomes a powerful tool. It’s how values are brought to life and workplace culture is strengthened. Above all, it’s how leaders set their people up for success.
Coaching vs. performance management
What exactly differentiates coaching from performance management? The distinction lies in behaviour. Coaching is about asking questions that encourage self-reflection and growth. It’s supportive and empowering. Performance management, on the other hand, can veer into directive territory. While there’s a place for policies, compliance, and handbooks, they alone don’t solve everything.
An example of ineffective “management” is responding to a team member’s question with another vague question:
Employee: “How do I handle a stakeholder requesting X?”
Leader: “How do you think you should handle it?”
This approach often leaves employees floundering. A better coaching strategy might involve sharing knowledge, offering guidance, and providing useful context. For example:
Leader: “Here’s how we’ve approached this in the past. Why don’t we adapt that approach and test it together?”
The key to effective coaching is guidance, not guesswork. This is critically important for new hires. Expecting employees to “just get on with things” without the tools or context to do so sends the wrong message. When leaders support new team members through guidance and encouragement, they’re creating the foundation for long-term success.
Making coaching part of the everyday
Coaching doesn’t need to feel like an extra task—or, as one leader I worked with described it, “another thing on the to-do list.” Instead, think of coaching as a day-to-day practice woven into existing processes.
Take Key Performance Indicators (KPIs) and professional development plans, for example. By introducing coaching conversations during these processes, leaders can align KPIs with individual goals, while making them more meaningful and engaging.
Similarly, feedback delivered through a coaching approach amplifies growth opportunities. Instead of criticisms or directives, it shifts the focus to how employees can improve, empowering them to take constructive action.
My advice to leaders? Approach coaching as a mindset, not a task to check off.
The secret to successful coaching
Before jumping into coaching, it’s important to recognise the essential ingredients. Effective coaching requires:
Trust and psychological safety - Employees need to feel secure and respected to engage with coaching.
Strong communication skills - Active listening is foundational, as is clear, empathetic dialogue.
Intention - Coaching is most impactful when it’s intentional, focused on both development and performance.
It’s also worth noting that coaching is a skill like any other, it can be learned and refined. People aren’t born coaches; they’re made. For leaders looking to develop their coaching abilities, The Coaching Habit by Michael Bungay Stanier is an excellent resource. Of course, I’d also be delighted to partner with you in exploring how you can bring effective coaching into your leadership practice.
Coaching as a game-changer
Leadership isn’t transactional. It’s relational. Coaching behaviours create trust, drive engagement, and give employees the opportunity to thrive. For organisations committed to cultivating learning and development cultures, coaching is non-negotiable.
And it’s worth the effort - when leaders prioritise coaching over authority, they unlock the kind of potential that drives not only individual growth but also overall performance and workplace culture.
If you’re ready to explore how coaching can elevate leadership in your organisation, I’d love to help. Whether you’re a business owner, HR leader, or team manager, my goal is to empower you to enhance your leadership practices with tailored, practical strategies. Reach out today to start the conversation >