Good coaches motivate, support and inspire us. So, what can leaders do to become the inspirational coach their team needs? Patrick Gallen shares his insights

When we think about a coach, our first thought may be of sports coaches, and images of wild gesticulating on the side-lines to rallying pep talks.

People don’t always associate the idea of coaching with the workplace. However, for the past 30 years, many leaders have embraced coaching as a way of developing employees and driving organisational performance. The skill sets are transferrable, and there is no arguing with the evidence – good coaches produce better results.

Increased need for workplace coaching

There has never been a more important time or a greater need for incorporating a coaching approach into leadership styles. With the increasingly demanding changes brought about by the legacy of the pandemic, blended working environments, amendments to legislation, advancements in technology and human interconnectivity are all contributing to increased pressures experienced by staff on a daily basis. There is a need for leaders to put their coaching hat on and listen, ask questions, challenge thinking, and provide support to their team.

If employees are not supported through periods of change, there can be a detrimental impact on engagement and, ultimately, performance. In a recent survey done by Forbes Magazine, only 33 percent of employees report feeling engaged, and companies with greater levels of employee engagement are, on average, 22 percent more profitable.

Research proves that coaching improves employee morale, boosts engagement, enhances employee retention, and drives productivity. Even tech companies such as Meta, Google and Apple increasingly seek workers with ‘soft skills’, like coaching.

What makes a good coach?

Humility, openness and authenticity: The old model of ‘leader as hero’ can be replaced with a model that is humble and open. Be open to questions, and if there is something you can’t confidently answer, don’t be afraid to say so. This can foster an authentic sense of relationship transparency, which is integral to trust.

Shared purpose and values: Sometimes, we can’t see the wood for the trees. Effective coaches can encourage organisational focus, team cohesion, and group resilience by stepping back from the noise and redirecting attention to the shared purpose and values of the team.

Trust and communication: It may seem obvious, but effective coaching centres around communication. By keeping teams informed and encouraging frequent communication, employees can feel more in control and involved. Enabling vertical as well as horizontal communication – and employing a healthy sense of humour – can go a long way.

Team support: Psychological safety is vital for teams during times of change. Would your team benefit from a safe space and having their voices heard in decisions that affect them? Do your people feel free to speak up, disagree, or challenge? Coaches help create that environment.

Celebrate success: It’s human nature to dwell on things that go wrong as opposed to right. However, effective coaches give credit where credit is due.

As the old adage goes, ‘people don’t quit jobs, they quit managers’. What can you do to be the coach that your team needs?

Patrick Gallen is People and Change Partner at Grant Thornton