The Manager Who Hesitates to Coach

The Manager Who Hesitates to Coach

 

Sukjae Lee, Coach
Creator of the Effectiveness Coaching Methodology
February 27, 2026

 

When I deliver coaching lectures, conduct coaching workshops, or provide one-on-one coaching, I often encounter leaders who hesitate to coach. They are CEOs, executives, team leaders, group heads, university professors, and leaders of academic associations or research institutions. Of course, not all leaders fall into this category. However, when some dismiss coaching as unnecessary or merely a passing trend, there are understandable reasons behind their position.

Their reasoning is typically as follows:

“In times as difficult and demanding as these, when even working at full speed feels insufficient, how can we afford to listen to employees (or students, researchers, and others), ask questions, and help them find answers on their own?”

They also argue that employees are still inexperienced and unfamiliar with their work. Therefore, they believe it is more appropriate for supervisors to give direct instructions and manage tasks closely. They insist that employees will learn naturally through doing the job.

At first glance, this perspective is understandable. That does not mean I agree with it. Leaders who hesitate to coach need to reflect deeply on at least the following questions:

 

1. “Do I truly trust my employees?”

How do you view the potential of the people you work with? Do you see them as creative and whole individuals? How do you perceive the content and process of their work?

If a leader does not trust employees, employees are unlikely to trust the leader in return.

Trust is not merely an emotional preference. It is a foundational condition for unlocking potential.

 

2. “What am I losing by directing, controlling, and managing everything myself?”

If you assume that you know more, possess more experience, and hold more information than your employees, how does that shape the way you treat them?

You may gain compliance, but you are unlikely to earn respect. Employees may follow you, but following does not necessarily mean respecting.

Do not assume that obedience equals admiration.

 

3. “As a manager and leader, am I actually developing my people?”

Have you provided opportunities for employees to think independently, take on challenges, and even fail? Have you allowed space for learning through experience? Have you supported participation in education and development programs?

Or have you been consumed by performance pressure—either from your own supervisor or from your personal desire for results?

If you are overly focused on immediate outcomes, it will be difficult for strong future leaders to emerge from your team.

Leadership is not only about delivering results today. It is about cultivating the capacity for tomorrow.

 

4. “When I leave my current role and position, how will people remember my leadership?”

Much of a leader’s influence derives from position power. If your title were removed, how much influence would remain? Would your impact decrease—or perhaps even increase?

What is the true source of your influence?

Is it authority?
Or is it the trust, growth, and empowerment you have cultivated?

 

Why Coaching Leadership Matters:

Organizational and societal leaders must be able to exercise coaching leadership because leadership ultimately requires that we:

1.   Draw out the limitless potential and creativity of those we work with and help them recognize their wholeness.

2.   Support the people around us in living fulfilled and meaningful lives.

3.   Co-create outstanding performance in the workplace.

Coaching leadership is not about slowing down execution.
It is about deepening capability.

It does not replace performance management.
It strengthens it.

When leaders hesitate to coach, they often believe they are protecting efficiency. In reality, they may be limiting long-term effectiveness.

The future does not belong to leaders who merely control work.
It belongs to leaders who cultivate people.