Shifting from directing to coaching — using questions, reflection, and challenge to grow the people on your team beyond what they thought possible.
Managing performance and developing capability are related, but they are not the same act. Coaching begins where instruction ends: with questions, observation, challenge, and support that help another person understand their own patterns and take greater ownership of improvement.
“A strong coach does not create dependence; a strong coach expands another person's capacity to think and act.”
We draw clear lines between coaching, mentoring, directing, and advising, then build the coaching conversation itself: the questions that generate real insight, the balance of challenge and support each person needs, and how to keep developing people who are resistant or in difficult situations. It's the second course in the People Leadership path, sitting between motivation and conflict.