Strategies: Cultivating a coaching culture for the next generation

With wars, climate changes, tariffs and economic ups and downs, the traditional view of leadership needs to change from individual to a more dynamic and collective process. This shift emphasizes collaboration over top-down authority because it is the only way to solve complex problems. Organizations embracing this more fluid approach are better positioned to foster resilience, adaptability, innovation and effectiveness.

This evolution from single leaders to emergent, collective leadership necessitates a more intentional approach to building relationships that facilitate work accomplishment. This is where coaching skills become profoundly relevant. To be truly effective, coaching needs to be in the flow of daily work, rather than confined to structured, isolated sessions.

In advocating for embedding coaching into everyday interactions, I refer to this kind of coaching as “Coaching on the Go.” These brief, constructive exchanges can significantly impact workplace culture, encouraging continuous learning and development without the constraints of formal training sessions. For female leaders, these moments offer a powerful way to accelerate in-the-moment coaching when delegating tasks, being present in meetings and providing clearer feedback.

The concept of a “leader-who-coaches” emphasizes practical, impactful experimentation, rather than requiring professional coaching accreditation. Here are some key areas where leaders can integrate coaching into their daily interactions:

Effective feedback: Providing constructive feedback on performance is a necessary part of being an effective leader-who-coaches, yet female leaders often struggle to do this. Feedback can be seamlessly and easily embedded into everyday conversations, allowing for small adjustments to be made, free from shame or blame. A skillful leader-who-coaches gives and receives feedback continuously and helpfully, always aims to help others grow.

Strategic contracting: While often taught as a critical skill for professional coaches, contracting for leaders who coach is about establishing how you work with others. For women, juggling multiple roles and demands on their time, this is an essential skill.  For example, contracting around time allocation, goal-setting elements (what you can realistically achieve), and psychological elements (how direct your feedback can be). Even when there’s no direct intention to “coaching someone,” these elements of contracting ensure everyone has their needs met.

Everyday coaching behaviors: Simple behavioral changes can collectively enhance team effectiveness. Consider these steps:

• Ask others to stop multi-tasking in meetings so they can be present.
• Visit a customer, supplier or contractor and ask them to describe the experience of dealing with you and your organization to get new perspectives.
• Be clear about who is in a conversation or meeting and who is not, and why.
• Check how you can be most helpful in a conversation and do not rush to give advice to build trust and rapport.

The powerful reminder from Robert Green Ingersoll, “We rise by lifting others,” is the essence of leaders who coach.