There’s a common misconception in coaching and leadership – that being helpful is the same as being impactful. Many well-meaning professionals show up ready to support, advise or problem-solve. But great coaches do something different. They go beyond helping, they create lasting impact.
Whether you’re a formal coach, an HR leader or a manager building coaching capability, developing real coaching skill takes more than instinct and good intentions. It requires depth, discipline and the kind of presence that empowers others to think for themselves.
1. Great coaches focus on thinking, not fixing
It’s easy to fall into the habit of offering solutions, especially when time is short and the problem seems obvious. But while offering advice might feel efficient, it often robs the other person of the chance to process and grow.
Great coaches take a different approach. They resist the urge to fix and instead ask questions that surface what the other person already knows but hasn’t yet acted on. By slowing down and getting curious, they help others arrive at their own clarity, which is far more powerful and sustainable than borrowed insight.
2. They listen with more than their ears
Good listeners follow the words. Great coaches listen between them. They tune in to energy shifts, tone, hesitation and what remains unspoken. This kind of deep listening allows them to reflect back what really matters – not just the facts, but the meaning behind them.
One small habit that makes a big difference is allowing space before responding. Even a few seconds of pause can encourage the other person to go further, to clarify or to reveal what they might have been holding back.
3. They stay with the discomfort
When a coaching conversation touches on uncertainty, frustration or emotion, the natural impulse is often to steer back to safer ground. But great coaches recognise that these moments often hold the key to real insight.
Instead of redirecting or reassuring, they stay with what is present. A simple observation like “Let’s pause here – what’s coming up for you?” can create space for awareness that transforms the conversation. It’s in these moments that trust deepens and breakthroughs happen.
4. They use structure during coaching to enable freedom
Impactful coaching doesn’t rely on chance. While great coaches keep the tone natural, they often draw on a simple framework to keep the conversation focused and purposeful.
One proven model involves five steps: clarify the goal, explore the current reality, surface options, commit to action, and create accountability. It’s light enough to flex with the moment, but strong enough to ensure the dialogue moves from reflection to results.
This structure also helps leaders coach more consistently, even in quick check-ins or fast-paced environments, without turning the conversation into a tick-box exercise.
5. Great coaches are committed to their own growth
Perhaps most importantly, impactful coaches never stop developing. They reflect on their practice, seek feedback and invest in their learning. The difference between a good coach and a great one is often found in the discipline of ongoing development.
That’s where structured programmes play a vital role. While anyone can learn core coaching skills, dedicated training provides a deeper foundation, along with models, peer practice, and real-time feedback. For professionals who want to coach at a higher level, formal development accelerates capability and confidence.
Coaching is a skill. Coaching impact is a discipline.
If you want to increase your impact as a coach or leader, the shift is simple but significant: support others not by solving their problems, but by creating the conditions for them to solve their own.
That shift from helpful to impactful, is where real growth begins.
Ready To Elevate Your Coaching Skills?
If you’re ready to grow your impact as a coach and leader, then this is for you.
The Accredited Certified Coach Programme is designed for leaders, HR professionals, and coaches who want to deepen their coaching capability, gain internationally recognised credentials, and lead with greater presence and purpose.
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