Coaching 101: The Core Ingredient of a Successful Coaching Culture

How are you?

Let’s imagine two companies, both investing in building a coaching culture.

The first company pours significant resources into training its leaders in coaching skills. But results fall short. Employees resist coaching because they view it as a disguised form of evaluation or just another task added to their already busy schedules.

Meanwhile, in the second company, the coaching culture thrives. Employees actively engage in coaching because they see its true value—supporting their personal and professional growth. They view coaching as a tool to build skills, achieve goals, and feel valued by the organisation.

So, what’s the key difference? The second company’s employees genuinely appreciate coaching.

According to research by the Human Capital Institute (HCI) and the International Coaching Federation (ICF, 2019), employee appreciation of coaching is one of the most critical components of a strong coaching culture. Without genuine buy-in, even the best coaching programmes will struggle to create meaningful impact.

The report found that 78% of employees in strong coaching cultures value coaching, highlighting that this is the true foundation to focus on before rolling out coaching initiatives.

If coaching is seen merely as a formality or a corrective tool, employees will resist and may feel demoralised. But when coaching is positioned as an empowering development opportunity, employees become more open, engaged, and eager to improve.

In this mindset, coaching is no longer “extra work” or a box-ticking exercise. It becomes a valued, integrated part of professional life. This naturally creates a more positive, innovative, and productive working environment.

So, how can organisations ensure employees truly value coaching?

Here are four practical strategies:

1. Educate Employees on What Coaching Is and Why It Matters

Many employees still misunderstand what coaching really involves. It’s crucial to offer ongoing education through onboarding, internal sessions, or learning materials that clarify how coaching supports growth, not judgement.

2. Demonstrate Coaching in Everyday Leadership

Leaders who model coaching behaviours in daily interactions, such as asking empowering questions instead of offering quick fixes, help employees experience the benefits first-hand. For example:

“What do you think would be the best way to approach this challenge?”

3. Create a Safe, Supportive Coaching Environment

Employees are more likely to engage in coaching if they feel safe to speak openly. This means ensuring sessions are non-judgemental, confidential, and built on trust, not performance surveillance.

4. Provide Access to Coaching—Internally or Externally

Organisations that are serious about coaching often appoint internal coaches or offer access to external professionals. A clear structure makes coaching more accessible, normalises it across the company, and signals that it’s part of every employee’s development journey.

Building a strong coaching culture isn’t just about having a programme in place—it’s about cultivating employee belief in the power of coaching. When employees see and feel the benefits, coaching evolves from a process into part of the organisation’s very DNA.

As a leader or HR professional, ask yourself, do your employees genuinely value coaching? If the answer is no, or not yet, perhaps it’s time to rethink your coaching strategy and start building one that truly connects.

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M. Adithia Amidjaya, S.Si., M.Sc., PCC

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