Managers turned coaches

I’ve never liked the word, “manager”.

Every time I say it, the word gets stuck in my throat, as I picture a patriarchal figure helping the "helpless" by dictating their everyday motions and movements, teaching them how to cut paper with training scissors, then asking for the scissors back because they can’t be trusted to keep them full time.

And in my world, I think we all know how to cut with f-ing scissors.

So what word should we use? Leadership, maybe?

Possibly, but I’ve yet to find another word for “managing” other people that makes me feel good about describing a particular job duty. Leadership is too broad.

The answer to that lies in the goals of individuals or the organization. I ask you, what exactly do you want from yourself or your management team?

What we’re really talking about here is a shift in how people in these roles show up…not as command-and-control bosses but as coaches.

From commanders to coaches (and why it matters)

When I think about the highest-performing companies with case study-worthy cultures, one thing stands out; they operate like great teams. 🎽 And behind every great team is an equally great roster of coaches.

But what makes coaching so different from traditional management?

The “boss mindset” is rooted in control: directing tasks, ensuring compliance, and focusing on short-term results. It discourages risk-taking, punishes mistakes, and creates an environment where employees feel undervalued. Which (btw) is bad for employees and bad for company revenue.

On the other hand, the “coaching mindset” empowers people. Coaches guide, develop, and encourage autonomy. They focus on growth, treat mistakes as learning opportunities, and foster commitment through mutual respect. This mindset fuels innovation and drives employee engagement (psst…two important components of an all-in culture (AiC)).

Coaching: the essence of all-in teams

Coaching isn’t just a job; it’s at the root of any thriving team. But if you have a traditional management culture, transitioning from command and control to coaching requires a cultural shift. It means moving from being authority figures to being facilitators...and that can come with some resistance.

So let’s make it a bit less daunting by breaking it down into three principles in practice:

Guiding instead of commanding - Coaches don’t dictate the play-by-play. They set the vision and trust the team to figure out the best way to execute.
Empowering decision-making - Give back the training scissors. ✂️ Coaches equip their teams with the tools and confidence to make decisions at all levels.
Encouraging self-guidance - Great coaches create an environment where people can grow independently while knowing support is there when needed.

How to start helping your managers into coaches?

Train coaching skills

Invest in training that teaches listening, asking insightful questions, and empowering decision-making. One of my favorite resources? The Coaching Habit by Michael Bungay Stanier. It’s hands-down the most pragmatic guide to adopting a coaching mindset.

Even better is investing in tools and training. Let me know if you need recommendations here.

👉 Check out my interview with Yen Tan of Kona (AI-powered sidekick for remote managers) where we talk about why HR communities and a coaching approach to leadership is more important than ever!

Create a playbook for clarity, autonomy, and decision-making

Make it clear that autonomy is the goal (not control). Encourage leaders to delegate with purpose and create opportunities for collaboration.

What does the communication ecosystem look like in your organization?
Are you leaders communicating company goals, purpose, and direction that empower decision-making? Check out the VCR framework.
How are you promoting innovative thinking in your organization?
Are you clear on who has the ball at any given time? 🏀

Focus on feedback and growth

Build a culture where feedback is constant (and I’m not talking peer feedback), constructive, and geared toward growth. Coaching is about looking forward, not just backward.

Are you promoting regular 1:1s between your coaches and team members?
What do those 1:1s look like (follow Ali Merchant for the best tips here)?
Have you empowered your team to actively grow their careers?

So where are your managers today?

It helps to take stock of where your managers currently stand. Are they leaning more toward a traditional mindset, or are they starting to adopt coaching behaviors? Understanding this will help you focus your training and resources where they’re needed most.

Remember, the team has to be all-in for the AiC to succeed. Coaching is the crux of this journey. One where you’re setting the stage for trust, innovation, and shared success. You got this. 👊

Next up: Learning, creating, and making decisions, together

In the next installment of our AiC series, we’ll explore how collaborative decision-making and continuous learning drive an all-in culture.

📒 Don’t forget to grab your all-in culture workbook: A free resource 📒

Download the ‘All-In Culture Workbook’ and get actionable steps for building your team today!

Building an all-in culture, part 3