The Manager as a Coach: A Leadership Essential or Just Another Trend?
In 2008, I delivered my first Manager as a Coach training. At the time, coaching in leadership was gaining momentum, and I fully expected that, 17 years later, it would have become the norm. Yet, many organisations still struggle to grasp what it truly means and why it’s a vital skill for managers.
Despite the overwhelming evidence supporting coaching as a leadership approach, too many companies still rely on outdated, top-down management styles. So, what does it really mean for a manager to act as a coach? And more importantly, why should businesses invest in this approach?
What Does It Mean to Be a Coaching Manager?
At its core, coaching is about developing people rather than simply directing them. A coaching manager doesn’t just issue instructions and measure performance; they foster growth, unlock potential, and facilitate problem-solving. Instead of micromanaging or relying on annual performance reviews, they:
Ask powerful questions rather than provide ready-made answers.
Listen actively and create space for employees to reflect and generate their own solutions.
Encourage ownership and accountability, rather than making all decisions themselves.
Support learning and development as an ongoing process, not a one-off event.
This shift moves managers away from the outdated notion that they must have all the answers. Instead, they cultivate a culture of learning, curiosity, and continuous improvement.
Why Should Organisations Invest in a Coaching Culture?
1. Higher Employee Engagement and Retention
People don’t leave companies; they leave bad managers. A coaching approach fosters a sense of value and belonging, leading to greater job satisfaction and lower turnover. Employees who feel supported are more likely to stay, reducing recruitment and training costs.
2. Increased Productivity and Innovation
When employees are encouraged to think for themselves, they become more resourceful and proactive. A coaching leadership style promotes autonomy and creativity, leading to better problem-solving and innovation.
3. Stronger Leadership Pipelines
One of the biggest challenges organisations face is developing future leaders. Coaching managers naturally cultivate leadership potential within their teams, preparing employees for greater responsibility rather than relying solely on external hires.
4. Improved Performance and Accountability
A coaching mindset shifts the focus from “What went wrong?” to “What can we learn?” This helps employees take ownership of their work, leading to higher performance and a culture of continuous improvement.
5. Better Adaptability in a Changing World
In an era of rapid change, organisations need teams that are agile and resilient. A coaching approach equips employees with the skills to navigate uncertainty, embrace change, and continuously upskill.
Is Coaching Just Another Buzzword?
Some leaders dismiss coaching as just another corporate fad. However, the most forward-thinking organisations understand that investing in coaching is not about adding another management technique—it’s about redefining leadership itself. It’s about creating workplaces where people thrive, not just survive.
Final Thoughts
The manager as a coach is not just a nice-to-have—it’s a leadership imperative. Businesses that invest in coaching cultures don’t just see short-term gains; they future-proof their organisations. The question is not whether you can afford to invest in it, but whether you can afford not to.