As an experienced coach and trainer, I’ve noticed a significant shift in the coaching landscape over the past decade. When I first started training coaches, the majority were external consultants. Now, almost everyone I train is an internal coach or a leader looking to incorporate coaching skills into their management style.
This transformation reflects a growing recognition of coaching as an essential leadership skill. In fact, Jacob Morgan, author of The Future Leader, says that coaching is the top skill successful leaders will need in the future of work (as reported in Forbes). Organizations are increasingly valuing coaching abilities, not just for dedicated internal coaches, but for leaders at all levels.
The rise of internal coaching is driven by several factors. First, there’s a growing understanding that coaching skills are invaluable for managing diverse teams, particularly when it comes to bridging generational gaps. Secondly, as organizations face rapid change and uncertainty, the ability to foster employee growth and adaptability through coaching has become crucial.
One of the most striking changes I’ve observed is the shift in how internal coaches perceive their role. In the past, many struggled with imposter syndrome, questioning whether they were “real” coaches. Now, I see a strong sense of confidence and legitimacy. Internal coaches recognize that their unique position within the organization allows them to bring immense value.
The guiding principles of internal coaching that I outlined in my book Coaching From the Inside Out are more relevant than ever, providing a framework for internal coaches to navigate their complex roles effectively.
Here’s a brief summary of the guiding principles of internal coaching:
- The coaching stance: Always begin with listening, focusing on the client’s inner potential rather than fixing problems.
- Expert-to-expert: Recognize clients as experts of their own lives, intentionally holding back coach expertise unless it empowers the client.
- Contracting matters: Manage multiple relationships and create clear agreements with all parties involved in the coaching process.
- Agents of awareness: Act as catalysts for awareness rather than agents of change within the organization.
- Coaching initiative: Be proactive in offering coaching opportunities, rather than waiting for clients to schedule sessions.
- Coach the system: Recognize that you’re coaching the entire organizational system while being a part of it.
- Live with your mess: Provide on-the-spot coaching daily, dealing with the complexities of being both coach and colleague.
- Confidentiality, yes. Secret keeping, no!: Navigate the delicate balance between maintaining client trust and organizational transparency.
- Who coaches the coach?: Ensure internal coaches have their own support and development systems in place.
- Demonstrate your worth: Consistently show the value and impact of internal coaching within the organization.
- Give conflict a voice: Address and facilitate productive conversations around organizational conflicts.
As internal coaching continues to evolve, it’s clear that it’s not just a trend, but a fundamental shift in how organizations approach leadership and employee development. The future of work will undoubtedly be shaped by leaders who can seamlessly integrate coaching into their management style, fostering growth, innovation, and resilience in their teams and organizations.
Moving from Why to What