One way to determine if an organization truly has a coaching culture is to ask, “Are the senior leaders and C-suite executives being coached?” More often than not, the answer is no. While employees are often encouraged to engage in coaching, the leadership team themselves frequently opt out. This is a significant red flag.
Why aren’t they being coached?
When asked why senior leaders aren’t being coached, the common response is, “They don’t need it.” But that answer speaks volumes. If the leaders aren’t engaging in coaching, the organization likely lacks a real coaching culture. Leaders must lead by example, and if they don’t embrace the practices they promote, it’s no surprise that their integrity is questioned or even mocked—behind closed doors, of course.
Misconceptions About Coaching
Leaders who undervalue ongoing coaching often think, “Coaching is for people who need help, beginners, or those with problems.” If you hear this, it’s a clear sign that these leaders don’t understand what coaching truly is. They’re likely confusing coaching with training, consulting, mentoring, or even therapy.
What Great Leaders Know About Coaching
Great leaders seek out coaching not because they’re struggling, but because they want to be challenged, held accountable, and continue growing. They understand the value of reflective coaching conversations that help them think through complex decisions. They welcome a coach who plays “devil’s advocate,” sharpening their critical thinking and creativity. Coaching also helps them slow down, take a more balanced approach to life, and care for their health and relationships.
Both managerial and executive leaders recognize that coaching keeps them balanced—ensuring they remain both results-oriented and people-focused. Falling into the trap of focusing on one over the other leads to an unbalanced and unsustainable approach to leadership.
Questions to Ask Your Leaders
- “What have your leaders been coached on, and what are they being coached on today?”
Many leaders are promoted without mastering the lower-level skills they need, leading them to feel lost or like frauds. They may be over their heads but are afraid to admit it. Coaching can help them gain the confidence and competence they need in their roles. - “Are your leaders passionate about their roles?” Sometimes burnout or a role mismatch can cause leaders to lose passion for their work. Passion is born from synergy between values and actions—without that alignment, leaders may feel stuck or uninspired.
Walking the Talk
Finally, leaders must walk their talk. If a leader expects others to learn, grow, and develop but isn’t willing to do the same, they aren’t truly leading—they’re dictating. A leader who refuses to be coached sends a message of hypocrisy, and trust breaks down.
Ask the leader: “Are you willing to go first and demonstrate the value of being coached?”
Conclusion
In conclusion, for an organization to truly embrace a coaching culture, it must start at the top. Leaders who invest in coaching not only model the behavior they expect from their teams but also strengthen their own leadership abilities. By embracing coaching, they demonstrate a commitment to continuous growth, accountability, and authenticity. This fosters trust, aligns their values with their actions, and creates a balanced, high-performing culture. Leaders who understand the value of coaching know that it’s not a sign of weakness but a tool for sharpening their strengths and achieving sustainable success.
Curated by Danielle Tan.
Reference:
- [Certified_meta-coach] 2024 Morpheus #44 ARE THE LEADERS BEING COACHED? by L. Michael Hall, Ph.D. Executive Director, ISNS.
