Leadership Lens: The Coaching Leader

‘Every leader should have a coach. And every leader should know how to coach.’ was the message that most stuck with me when I participated in a Leadership Summit late last year.

The ‘how’ not just the ‘what’

A leader’s role is more than just delivering a strategy; they must also execute a plan through their team. Leaders who use coaching skills unlock potential in their teams and achieve better results. There is a place and time for directing and managing, but for team members to learn and grow, leaders need to shift from a ‘push to a pull approach = The Coaching Leader approach’.

The Coaching Leader enables people to solve problems, learn from mistakes and develop their skills. By prioritising curiosity over command, leaders build a culture of trust and collaboration where people feel valued and motivated. This not only improves employee engagement and retention but also translates into better business outcomes.

It’s a little bit like sports coaching. A sports coach helps a player refine their skills, understand blind spots, and work together toward a common goal. But the athlete does the work; the coach empowers the athlete and cheers on from the sideline. Similarly, leaders who coach guide their teams to build on their strengths and overcome challenges.

How powerful is coaching really?

There is still some doubt about the impact and ROI of coaching in organisations. However, a comprehensive study by the International Coaching Federation (ICF) involving over 4,000 coaching clients worldwide shows that 86% of participating organisations reported a positive return on investment (ROI) from coaching, with benefits including improved communication, increased productivity, and enhanced teamwork.

A case study of Coaching Leaders

I worked with an organisation in the digital identification industry that undertook a cultural transformation initiative over the past 2 years. The organisation had experienced too much of a direct and command approach, leaving decision-making to the executives and other leadership levels disengaged. Our leadership program, which they have embedded as their signature learning tool for leaders, focuses on developing team member’s coaching skills. As a result of the coaching culture transformation, the organisation has experienced improvements in employee engagement, morale, and collaboration. Leaders have reported increased trust and rapport with their teams, leading to greater innovation and productivity.

“Coaching is about asking the right questions, not having all the right answers.” – Unknown

The Coaching Leader Model:

The 3 foundations

Presence:

Presence is the ability to be fully “in the moment” with someone, giving them your undivided attention. It entails removing distractions—both external (such as technology) and internal (like your own thoughts or judgments)—so that you may focus entirely on the other person. Presence also involves emotional awareness, staying grounded, and demonstrating genuine curiosity and openness to being in service of the coaching counterpart.

What it looks like when done well:

· A leader maintains steady eye contact and open body language, signalling engagement.

· They are not multitasking or are preoccupied, creating a space where the other person feels valued and seen.

· They respond to what is being said in real time, without jumping ahead or forcing the conversation toward their agenda.

· Even in high-pressure situations, they remain calm and create a sense of safety for honest communication.

Listening:

Listening is the ability to truly hear and understand not just the words someone says, but also their tone, emotions, and underlying meaning. This goes beyond passive hearing and requires a coaching leader to pause and listen deeply.

What it looks like when done well:

· A coaching leader listens without interrupting or rushing to provide answers.

· They stay objective without bringing in their own thoughts or agenda.

· They listen for patterns (not their own but the counterpart’s pattern) and connect the dots.

· They listen for what’s not being said—detecting hesitations, emotions, or gaps that might indicate deeper issues.

· The team member leaves the conversation feeling heard, understood, and respected.

Questions:

Questions in coaching are open-ended and designed to spark curiosity, encourage reflection, and empower the coaching counterpart to discover their own answers. Rather than dictating solutions, the leader uses questions to guide individuals toward insights and action.

What it looks like when done well:

· A leader asks questions like, “What do you think is the best approach?” or “What’s holding you back from moving forward?”

· They avoid leading or closed questions that signal their own opinion (e.g., “Don’t you think you should…?”).

· They tailor their questions to the individual, showing a deep understanding of their needs and goals.

· Their questions help the coaching counterpart explore possibilities, challenge assumptions, and gain clarity about their path forward.

Our transformational cultural leadership programs frequently include training leaders as coaches. Because we know that when leaders have a coach and can coach, they create a culture of empowerment and learning.

Get in touch if you would like to discuss how your leaders can learn how to coach.

 

About the Author

Jessica Schubert

Cultural Transformation & Leadership Expert

Teams, individuals and organisations face different challenges. My mission is to listen, understand and tailor learning solutions that fit your cultural and organisational goals. My steps to transform people, culture and businesses:

Conversation

Listen and understand your challenges

Consult

Suggest tailored learning solutions

Co-create

Include leaders in the design process

Coach

Deliver, facilitate and coach

Consider

Feedback and go back to conversation

With over 25 years of corporate experience and leading large teams across Europe and Asia Pacific, I understand all facets of leadership. I leverage my experience of dealing with power dynamics and organisational complexities and blend it with proven leadership models, coaching theories and adult learning principles.