AI Is an Incredibly Effective Coach to Human Coaches.

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Anna and Woody, the balance between AI-driven coaching tools and traditional in-person coaching is shifting rapidly. You published?The Digital Coaching Revolution?in 2023, just as the hype around AI chatbots and intelligent tutoring systems began – what’s changed since then?

Woody Woodward:?The landscape has transformed significantly since 2022 and 2023. However, the book’s timing was perfect because it captured the rise of digital coaching platforms, which aimed to scale coaching across organizations and make it more accessible. Scaling is tough, especially when it involves real people and limited time. Both are finite resources. The challenge is maintaining the quality of coaching as you scale. It’s like in manufacturing – when you scale, quality can suffer unless you’re vigilant. The same goes for coaching: As demand rises, finding top-tier talent becomes harder, which can lead to lowering standards.

Our book chronicles the rise of these platforms, particularly post-COVID, when the need for support in organizations surged. AI entered the scene as these platforms struggled with scaling, changing the conversation entirely. Now, we’re back to discussing how to scale and democratize coaching, but with AI enablement.

Anna Tavis:?Absolutely. The pandemic created a perfect storm for demand and supply. Before COVID-19, there was skepticism about whether coaching could be effective through tools like Zoom or Skype. But the pandemic forced a shift to virtual, pushing these platforms into the spotlight. Interestingly, many early innovators in this space, like BetterUp, emerged just before COVID-19 because the technology made these solutions possible. Most founders weren’t initially from the coaching world – they stumbled upon the problem and merged technology with coaching services. The real boom, including significant investment, happened during COVID. The market for coaching services expanded beyond benefits managers to individuals and L&D heads addressing issues like mental health and employee isolation. We caught this trend at the tail end of the first wave post-COVID, and now AI is opening new markets and opportunities in coaching. It’s an exciting time for the industry.

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BOOK SUMMARY

The Digital Coaching Revolution

Gain a comprehensive account of digital coaching — where it started, how it works, and where it’s headed.

Anna Tavis and Woody Woodward

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Yet the current L&D debate around AI’s lack of empathy reminds me of the initial concerns with digital coaching. Are these just recurring concerns with each big technological leap, or is there something more to it?

Anna:?We’re seeing the same issues resurface, but with more technological complexity. Concerns about empathy, adaptability, and bias were significant with digital coaching, and now they’re reappearing with AI tools. Human biases can get baked into AI systems, which is a considerable challenge. As coaching scales, we must address these issues to ensure quality doesn’t diminish. Coaching is no longer just an L&D tool; it’s about democratization, scale, and access factors driving significant market evolution.

Demand for coaching is spreading beyond just L&D departments.

Woody:?One of the early mistakes in the digital coaching industry was treating coaching as a standalone solution. But it isn’t a comprehensive solution on its own; it needs to be part of a broader human development strategy. The same mistake is being made with AI tools now.

Do you mean companies selling AI tools or tutors as standalone solutions?

Woody:?Exactly. This is a misstep. Early digital platforms eventually realized that coaching works best when integrated into a broader human development offering. Deploying coaching licenses alone doesn’t necessarily lead to measurable outcomes, but the same applies to AI-powered bots and tutors. L&D leaders must justify their investments, which requires a clear connection between coaching and business results.

The AI tools that succeed will be part of a comprehensive strategy, including traditional learning and coaching support.

Yet, one gets the impression that this longed-for AI-powered Swiss Army Knife for learning is the one thing everyone in L&D is currently waiting for – which is why everyone is trying or at least pretending to offer it.

Woody:?Well, I think there won’t be such a thing. Just like traditional classroom or virtual training alone often falls short when support is needed in the flow of work, where a coach or AI tool can be more effective, AI can fill the gaps where a coach isn’t available 24/7, providing ongoing advice and personalized learning. The platforms that integrate learning, coaching, and AI will thrive. But, like the dot-com boom, not all AI tools will survive; we’ll likely see a market shakeout.

Anna:?Absolutely. As AI scales and democratizes coaching, we see a broadening of coaching methods and approaches. Even traditional workplace systems, like talent marketplaces or HR systems, begin to incorporate AI-driven nudges – early forms of AI assistance. And this is only the beginning.

Still, many people hesitate to trust AI tools like co-pilots and chatbots. It is the same on the organizational level: Some companies even block their usage. What are your thoughts on this?

Anna:?With AI tools like co-pilots and virtual assistants, we’re witnessing the next evolution. These tools are embedded in workplace systems, helping with everything from performance management to daily tasks. Companies like Microsoft, with their co-pilot feature, are integrating these AI-driven services into the workflow, assisting managers and employees in real time. I predict we’ll see more mergers and acquisitions soon, where larger companies acquire successful startups that have developed innovative AI coaching tools. These startups often have great ideas but lack the platform to scale, which is where bigger firms come in.

With mundane tasks like taking meeting minutes now automated by AI, how is the role of traditional coaching evolving? Is it becoming more exclusive, focusing on empathy-based learning and human interaction?

Woody:?There’s an interesting?study from USC?showing how advanced AI-powered chatbots have become. In the study, people responded to written communications expressing challenges, with responses from both humans and ChatGPT-4. Participants felt more heard and understood by the AI responses – unless they knew it came from AI. This raises questions about what we mean by empathy and whether AI can simulate it effectively. The role of data is crucial here:

AI enables better data collection in and on coaching sessions, which has traditionally been a weak spot for coaches.

Yet, as you already said: “AI systems built on human data” means AI systems built on human biases to some extent.

Woody:?Exactly. Brian Christian’s book?The Alignment Problem?discusses how these biases are embedded in AI. Our responsibility, especially in L&D, is to ensure these technologies are used safely and ethically without causing harm. That’s where our focus should be.

Anna:?A brief sideways glance at the concept and the science of empathy can be the key here: Neuroscientists have identified different types of empathy – like feeling what another person feels versus responding effectively without necessarily sharing those emotions. AI could play a significant role in this latter form of empathy, which is more about response.

Can you explain that in more detail?

Anna:?Sure. Some of the most groundbreaking research on empathy has come from working with neurodiverse individuals, especially those on the autism spectrum. These individuals can be trained to exhibit empathetic behaviors, not because they feel empathy in the traditional sense, but because they’ve learned to respond appropriately. This parallels how AI can be trained to respond empathetically without actually experiencing emotions.

As AI integrates more into coaching, I see a growing focus on mental health and well-being. Embracing the diversity of human intelligence, including neurodiversity, will lead to AI tools that are more inclusive and better at supporting a wide range of needs. This will be a major development in the coaching industry.

Before we end, I want to touch on a quote from your book: “A coach with a bot will always win over a coach without a bot.” Why is that? And do you think an AI-powered bot will ever ultimately surpass human coaches?

Woody:?Research shows that, at a basic level of goal attainment, a chatbot or AI-powered bot can be more effective than a human coach. This isn’t just an opinion; studies back it. Of course, no research is flawless, and this is still an open question, but there’s strong evidence that AI can excel in structured, goal-oriented coaching. However, the key takeaway for me here is that to stay competitive, you need to embrace these technologies. You’ll likely fall behind if you’re not integrating AI into your practice.

Anna:?Every coach needs a coach. AI is an incredibly effective coach to human coaches. It enables them to improve by providing valuable data, extending reach, and giving feedback by avoiding question stacking or managing talk time in sessions.

As the coaching economy expands, especially with these tools, we’ll need more coaches than ever. In fact, everyone in an organization may eventually need to be coached and, in turn, become a coach themselves. This expansion is only possible with AI’s support.

What advice would you offer L&D professionals considering implementing AI tools and betting on digital platforms?

Anna:?I’d say, “Stay curious and try.”

Woody:?Absolutely. Just try it. There’s no better way to learn than by doing.