""I know coaching matters. I just wish it didn't sound so... therapeutic.""
""He imagined coaching as a formal interaction-scheduled, structured, and private-and like many leaders felt overwhelmed by the idea of adding yet another responsibility to his plate.""
""Leaders are trained to solve problems and execute, but not always to pause, ask, and guide.""
""But research has shown that while most managers don't know how to coach people, they can learn.""
Coaching often feels overly therapeutic and formal when imagined as scheduled, structured, and private, which can make leaders reluctant to adopt it. Many leaders feel overwhelmed by adding coaching responsibilities because their training emphasizes problem-solving and execution over pausing, asking, and guiding. The perception of coaching as another task clashes with leadership habits centered on action and solutions. Despite this resistance and a general lack of initial coaching skills among managers, research indicates that managers can be taught how to coach effectively, enabling a shift from directive problem-solving to developmental guidance.
Read at Harvard Business Review
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