Initially, this approach feels efficient. Over time, however, it creates a workforce that waits for guidance rather than taking initiative. The true purpose of coaching is not to provide answers. It is to develop people who can find answers for themselves. The Shift from Managing to Coaching HBR’s Guide to Coaching Employees highlights a critical…

In my experience, there is a very common myth. “Leaders are born, not made”. While it is true that certain personality traits are more conducive to leadership than others, I have come to believe that the best leaders learn the “how” which compliments these traits. Leadership like a raw, uncut diamond versus the final polished…

Many coaching conversations fail before the first question is asked. The problem is not always the employee’s resistance, lack of motivation, or unwillingness to change. Sometimes, the leader enters the conversation with an answer already decided, an outcome already expected, and a judgment already formed. At that point, it is no longer coaching. It is…

Why Employees Fear Coaching (What Great Leaders Do About It) Most leaders believe employees should welcome coaching. Many don’t.In fact, when an employee hears, “I’d like to spend some time coaching you,” their first reaction is often anxiety rather than excitement. As leaders, we often underestimate the emotional baggage people bring into coaching conversations. And…