In today’s workplace, coaching has become one of the most misused and misunderstood terms. It’s not uncommon to hear phrases like “this is a coaching moment” tossed around in situations ranging from customer service errors to management struggles and even interpersonal conflicts. But here’s the truth: coaching is not about fixing mistakes or simply giving answers.
While coaching can certainly be an effective tool for addressing performance issues, its true power lies in something much greater — fostering growth and development. It’s about creating meaningful, lasting change, not just solving the problem at hand.
Unfortunately, too often, coaching is reduced to a label slapped onto corrective conversations, diluting its impact and creating confusion about what it really is.
Let’s start by clarifying what coaching is not. It’s not about telling someone what they could’ve done better or using the term to soften the blow of corrective feedback. Coaching, at its core, is a collaborative process that involves deep listening, thoughtful questioning, reflection, and empowerment. It’s about helping individuals take ownership of their growth, develop self-awareness, and unlock their potential.
True coaching enables people to reflect on their actions, gain new insights, and find their own solutions — not to be handed answers. It’s a process that builds self-accountability and drives transformation over time.
When the term “coaching” is misused to describe any corrective conversation, it diminishes its integrity. Leaders may think they’re coaching, employees may believe they’re being coached, but both miss out on the profound, developmental power of the process.
Real coaching isn’t about quick fixes or one-off conversations. It’s a long-game strategy that requires commitment, patience, and consistency from both the coach and the person being coached. It’s about fostering long-term change through ongoing support, not achieving a temporary resolution.
Done correctly, coaching creates a ripple effect. It builds capabilities that extend beyond the immediate issue, equipping individuals with the tools to tackle future challenges independently. Over time, it drives meaningful, sustainable growth, benefiting both the individual and the organization.
Leaders and HR professionals have a responsibility to protect the integrity of coaching. Misusing the term not only undermines its potential but also sets unrealistic expectations for what coaching can achieve. A corrective conversation may be necessary and valuable, but it’s not coaching.
If we’re serious about developing talent and fostering a culture of growth, we must embrace coaching for what it truly is: a capability-building tool that drives meaningful change. This means investing the time, energy, and resources to ensure coaching is used effectively — not as a catch-all term for any developmental discussion.
Let’s commit to using the word “coaching” with intention and care. Let’s reserve it for the powerful process it truly is — a tool for unlocking potential, fostering self-awareness, and driving transformation. By doing so, we not only protect the integrity of coaching but also ensure that its full value is realized, both for individuals and organizations.
Coaching is powerful. Let’s treat it with the respect it deserves.
Sign up for the monthly newsletter, Insights! Subscribers get practical tips from a seasoned coach.
Enter your email below to receive the monthly newsletter, Insights, where I share expert insights, learning, and advice!
