You're facing resistance from a new team leader. How can you defend your coaching approach effectively?

Empathy is the key factor of overcome to resistance from one new team leader to your coaching approch. It is obvious that leaders have more expectations from you compared to ordinary team members. They may resist due to many different reasons but whatever the reason is, you should try to show more empathy. Listen to them again without any judgement.

When you face resistance from a new team leader, it’s important to pause and understand what that resistance is really telling you. Instead of jumping in to defend your coaching approach or trying to fix things right away, take a step back. Listen to the system. Resistance often reveals something deeper about the team’s dynamics or concerns that haven’t been voiced yet. By staying curious and not rushing to conclusions, you create space for real understanding and stronger collaboration. Ultimately, that’s what makes the coaching relationship more effective.

I would start by naming and acknowledging the resistance without judgement. Building trust by emphasising collaboration and co-creation will promote a safe space to understand if there are any personal or organisational issues that might be contributing to the resistance. Encourage curiosity in both yourself and the team leader without becoming defensive. Be open to adjusting your process without losing fidelity to the coaching philosophy.

To address resistance from a new team leader, start by listening to their concerns to understand their perspective. Acknowledge their expertise while explaining the value of your coaching approach. Highlight how your methods align with their leadership goals, emphasizing past successes and data-driven results. Use specific examples of how coaching has enhanced team performance, decision-making, or communication in similar scenarios. Encourage open dialogue to address any misconceptions and create buy-in by showing flexibility and a willingness to collaborate. Reinforce that coaching is a partnership aimed at their success, not a critique of their leadership style.

To address resistance, I focus on explaining the "why" behind my coaching approach, aligning it with the team leader's personal and organizational goals. I invite open dialogue to address concerns and emphasize that coaching is a partnership aimed at their success. By demonstrating flexibility and showing how this approach has delivered results, I can build understanding and mutual respect.

Communicate the Why, Not Just the How. Many times, resistance arises because the team leader doesn’t fully understand the "why" behind your coaching approach. To effectively defend your methods, explain the reasoning behind your strategies. I would present the long-term benefits of the coaching approach—how it nurtures leadership skills, boosts team performance, and fosters a positive workplace culture. Instead of focusing solely on what the coaching entails, emphasize the outcomes that align with the leader's goals. Make it clear that coaching isn’t just a tool for immediate problem-solving; it’s a strategy for sustainable growth and leadership development.

When defending a coaching approach, tangible evidence can be one of your strongest allies. I would share real examples and success stories of how the coaching method has transformed other teams or organizations. Whether through improved communication, higher performance, or more effective leadership, highlighting past results can build credibility. In addition, I would gather feedback from the current team to showcase any progress or positive changes they’ve experienced since the coaching began. Sometimes, seeing the impact through the eyes of the team can shift the leader’s perspective.

By sharing success stories, you not only demonstrate the effectiveness of your coaching, but you also inspire confidence and motivation in the new team leader. Highlight specific results your clients have achieved, such as increased productivity, improved interpersonal relationships, or the development of new skills. Tailor the stories to the specific challenges the new team leader is facing. Respect your clients’ privacy by using aggregated data or generic examples. Explain the specific strategies and techniques you used to help your clients overcome challenges.

When coaching aligns with a leader’s vision, it transforms from a task to a tool. I dig deep into their strategic goals, asking, “What’s your main priority for the next quarter? What’s getting in the way?” Then, I customize my coaching narrative to show how the approach is not just complementary but essential to achieving those priorities. If their goal is to foster a more proactive team culture, I demonstrate how specific coaching techniques drive empowerment and accountability. Aligning coaching with their goals reframes it as an enabler rather than an add-on, turning resistance into relevance.

By demonstrating how your coaching aligns with the leader’s specific goals, you create a direct connection between your methodologies and desired outcomes. Emphasize how your coaching plan is tailored to the leader’s unique needs and challenges. Show how your techniques can lead to practical, measurable results, such as increased productivity, improved interpersonal relationships, or the development of new skills. Demonstrate how your coaching contributes to the broader goals of the team and organization.

Flexibility is a demonstration of professionalism and commitment to the leader’s success. By showing that you are willing to adapt, you build a relationship of trust and partnership. The leader feels more comfortable sharing his or her needs and expectations. You value the leader’s individuality and recognize that each person learns differently. The leader feels more connected to the process and more motivated to participate.

Based on my experience, here are some examples of how to respond positively to concerns and objections. Open-ended questions help reframe resistance while maintaining rapport. For instance, when someone says, "That's not the best way," a good response is to ask, "What would be the best way for you?" If they express an opinion like, "My way is better," try asking, "What makes that seem like the best option?" Be prepared for a constructive exchange of ideas.

Flexibility is a demonstration of professionalism and commitment to the leader’s success. By showing that you are willing to adapt, you build a relationship of trust and partnership. The leader feels more comfortable sharing his or her needs and expectations. You value the leader’s individuality and recognize that each person learns differently. The leader feels more connected to the process and more motivated to participate.

Start by acknowledging the resistance openly and inviting the leader to share their perspective. Ask questions like, “What concerns or thoughts do you have about the approach?” or “What are you hoping to achieve that we haven’t touched on yet?” This shows that you value their input and are willing to adjust based on their needs. Creating a safe space for dialogue builds trust and allows the leader to feel heard, turning resistance into an opportunity for growth and collaboration.

Feedback loops aren’t just for trainees; they’re critical for leaders too. I set up structured feedback channels, like bi-weekly touchpoints or anonymous surveys, to gauge how the leader feels about the coaching process. I say, “Your insights on this journey are invaluable; let’s build this together.” When they see that their input can shape the coaching process, they’re more invested in its success. Feedback not only builds buy-in but also fosters a culture of continuous improvement, making coaching a shared effort rather than a one-sided initiative.

When a new team leader pushes back against your coaching approach, it’s key to show that you’re on their side and invested in their success. Start by reminding them that your coaching is personalized to their goals and experiences. Then, explain how the strategies you’re suggesting can help them grow in ways that matter to them. Most importantly, invite them to share their concerns openly. By listening and adjusting where it makes sense, you build trust and create a partnership. This helps turn resistance into collaboration and ensures they feel supported, not directed.