The Power of Visible Coaching

James had always believed in the power of coaching. But it wasn’t until he took a step back, looked at his surroundings, and reflected on what was happening that he fully realized its potential. He had been working tirelessly, showing up every day for his team, giving them advice, and helping them solve problems. Yet, no matter how much effort he put in, he couldn’t shake the feeling that his coaching wasn’t having the impact he wanted. Something was missing, and he couldn’t quite put his finger on it.

It struck him one afternoon while he was helping a colleague with a tricky project. He had spent hours guiding him, giving him strategies, and offering solutions, but the colleague was still unsure and hesitant. As they sat there together, James had a moment of clarity. He realized that although he had been doing the work, he hadn’t made his coaching visible enough. His team couldn’t see the time, effort, and commitment he was putting into their growth. He had been coaching in the background, behind the scenes, but without showing it, his efforts didn’t seem to make the impact he hoped for.

He thought about it more, and the idea started to take shape. What if he could make his coaching more visible to his team? What if they could see that he was genuinely invested in their success? What if he could demonstrate that he was actively working to help them grow, learn, and improve? That thought sparked something inside him, a feeling that maybe, just maybe, making his coaching transparent could create a shift in how his team perceived his efforts—and their own potential.

As he reflected on this, James realized that coaching wasn’t just about telling people what to do or providing them with step-by-step instructions. It was about creating a culture of growth and learning. If his team could see that he was investing in their development, it would build trust. And trust, James knew, was the key to building engagement and motivation. When his team trusted him and saw that he cared about their growth, they would be more likely to take ownership of their own progress. This wasn’t just about him helping them—it was about creating an environment where everyone was encouraged to grow, together.

But making this shift wouldn’t be easy. James had always believed that pushing people was the key to helping them change. If he challenged them enough, he thought, they would improve. But he came to understand something crucial: people don’t change because they’re told to. Real change happens when they feel the internal drive to change, when they see the personal value in the growth. If his team didn’t understand how making a change would help them grow in their careers or contribute better to the team, they wouldn’t embrace it. The motivation had to come from within them, not from him.

James knew that change wasn’t something that could happen overnight. It required effort, commitment, and time. Real, lasting change took more than just a push—it took dedication. But he also understood that when his team was committed to the change, when they saw the benefits and understood why the change was important, it would become easier. The first step, he realized, was to help his team recognize the personal value in the change they were trying to make. That, he thought, would be half the battle won.

James also realized that coaching was a partnership. He couldn’t just assume he knew what was best for his team. Coaching wasn’t about doing the work for them—it was about guiding them, helping them reflect on their challenges, and empowering them to discover the answers themselves. He understood that his team had their own ideas and insights, and those ideas needed to be heard. If they didn’t feel like their thoughts mattered or that they were active participants in the process, they wouldn’t be as committed to making the changes. Coaching, James learned, was about giving them the tools to figure things out for themselves, not telling them what to do.

Through his reflections, James came to understand that the best coaching wasn’t about giving answers—it was about asking the right questions. It was about creating the space for his team to think and reflect, to discover the answers within themselves. The more he asked thoughtful questions and guided them through their own thought processes, the more confident and capable his team became. They felt like they owned the solutions they came up with, and that ownership made all the difference. When they solved their own problems, they were more committed to the process, and the change felt more genuine.

As a manager, James brought a unique perspective, but he learned that the best way to offer that perspective was to wait until his team had shared theirs. Offering advice too soon could block his team from coming to their own conclusions. It could rob them of the sense of ownership they needed to make the change stick. Timing, James realized, was everything. He needed to give his team the space to think for themselves and reflect on the problem before offering his thoughts. When the time was right, he could share his perspective, but only after they had already made their own discoveries.

James also understood that coaching relationships should be built on collaboration, not confrontation. Coaching worked best when both the coach and the coachee were partners, sharing ideas and working together to find solutions. But there would be times when challenging his team would be necessary—when they were stuck or avoiding a tough issue. That challenge, James realized, had to come from a place of trust. If the trust was there, he could challenge them in ways that would help them grow and push beyond their comfort zones. This kind of challenge wasn’t about criticizing or pushing them too hard; it was about opening their eyes to new possibilities and helping them grow further than they thought possible.

In the end, James learned that coaching wasn’t just about helping others change—it was about changing the way he worked with his team. It was about creating an environment where his team felt supported, empowered, and motivated to take ownership of their own growth. And through this process, he wasn’t just helping his team become better—he was transforming the entire organization, one small step at a time.

Here are some of the major challenges that make coaching difficult to implement effectively:

1.???? Making Coaching Visible:

1. Challenge: Coaching is often an invisible process, meaning the effort and time spent by the coach may not be immediately visible to others. It's difficult to show the value of coaching unless the process is intentionally highlighted and integrated into everyday work.
2. Why it takes time: Creating an environment where coaching becomes visible involves shifting cultural norms within the team or organization. This can take years as trust has to be built, and it may require overcoming resistance or skepticism from employees who may not be accustomed to seeing coaching as a tool for development.

2.???? Employee-Driven Change:

1. Challenge: Real, lasting change happens only when individuals are internally motivated. If employees are not ready to change or don’t see the personal benefit in doing so, it’s hard to help them progress.
2. Why it takes time: Helping others recognize their own reasons for change involves a deep understanding of their personal motivations, fears, and goals. It requires the coach to build trust and have meaningful conversations that take time. Change can be slow and incremental, especially when people are resistant or unaware of their own potential.

3.???? Commitment to the Change Process:

1. Challenge: Change requires significant effort, and sustaining that change can be very difficult. It’s not about one breakthrough moment but rather ongoing commitment and continuous action.
2. Why it takes time: People often start the change process with excitement but lose momentum as they face setbacks. Coaches must help individuals navigate these challenges and stay committed over the long term. It requires constant reinforcement, reflection, and adjustment to ensure that change sticks.

4.???? Coachee Involvement and Ownership:

1. Challenge: Coaching is most effective when the coachee takes ownership of their growth. This means actively participating in the process and reflecting on their own experiences.
2. Why it takes time: Encouraging coachees to take ownership can be difficult, especially if they are used to having someone tell them what to do. It takes time to build an environment where coachees feel comfortable sharing their thoughts, coming up with their own solutions, and taking responsibility for their development. It’s a skill that both the coach and coachee must develop over time.

5.???? Evocation Over Education:

1. Challenge: A successful coach doesn’t just give solutions but helps the coachee uncover their own. This requires a different approach—asking insightful questions and guiding the coachee to discover answers within themselves.
2. Why it takes time: This skill of evocation isn’t easy to develop. It requires patience, practice, and deep listening. Coaches must learn how to ask the right questions at the right time and resist the temptation to simply provide answers. It requires developing empathy and a genuine interest in helping the coachee grow, rather than just solving their problems.

6.???? Timing and Giving Advice:

1. Challenge: It’s often difficult to know when to offer advice and when to let the coachee come up with their own solutions. Offering advice too soon can block the coachee’s process and reduce their sense of ownership.
2. Why it takes time: The timing of offering advice is a skill that takes years of practice. A coach must have the experience to know when to stay silent and when to speak up. It requires building a deep understanding of the coachee's needs, the situation at hand, and the long-term goals. It’s a nuanced skill that develops with time and repeated practice.

7.???? Building a Trust-Based Relationship:

1. Challenge: Coaching works best when there is a foundation of trust between the coach and coachee. Trust is built over time through consistent actions, transparent communication, and mutual respect.
2. Why it takes time: Trust doesn’t happen overnight. Coaches must demonstrate their commitment to the coachee’s growth over a long period. The process requires patience, consistency, and vulnerability. The coach must also be willing to listen, empathize, and sometimes challenge the coachee, which can feel uncomfortable and difficult to navigate in the beginning.

8.???? Collaboration Over Confrontation:

1. Challenge: Coaching is meant to be a partnership. However, there are times when confrontation is necessary to help the coachee move past obstacles. Balancing collaboration and confrontation is tricky.
2. Why it takes time: This balance is not easy to master. It requires building a solid rapport with the coachee and knowing when to push them out of their comfort zone. Too much confrontation can damage the relationship, while too little can hinder progress. Understanding when and how to challenge the coachee without undermining the coaching process requires practice and experience.

In Conclusion

Coaching isn’t an instant transformation—it’s a process that requires time, patience, and deep emotional intelligence. Coaches need to be skilled in building relationships, understanding motivations, and guiding their coachees through difficult emotional and cognitive barriers. These challenges take years to master, but when done right, coaching can lead to profound, long-lasting growth—for both the individual and the organization.