Is Coaching Only for Leaders Who Are Struggling?

Where did the idea that coaching fixes problems come from?

The idea comes partly from history. In many organisations, early executive coaching was used to rescue senior people whose behaviour was causing damage, and being "sent to a coach" carried a message.

That use still exists, but it is now a small part of the picture. Coaching has become a standard part of leadership development, used for promotions, transitions and high-potential programmes. The stigma has lagged behind the practice.

Who uses coaching when nothing is going wrong?

Leaders who are doing well use coaching to prepare for what comes next, or to make sure strength does not turn into a blind spot. Typical situations include:

• ✦A newly promoted director who wants to make a strong start rather than repair a weak one
• ✦A high-potential manager identified for a future senior role; see coaching for high-potential employees
• ✦A successor preparing to take over a family business
• ✦A strong performer who has plateaued and wants the next level of impact; see coaching for high-performing professionals
• ✦A CEO or founder who has few people left who will challenge their thinking
• ✦A leader facing a major decision who wants a confidential thinking partner

How is developmental coaching different from remedial coaching?

Developmental coaching builds on what already works; remedial coaching addresses something that is going wrong. Both are legitimate, but they start in different places and feel different to the person being coached.

Does wanting a coach mean you are not coping?

No. Wanting a coach usually means you have noticed that the way you led before will not be enough for what is ahead, which is a sign of self-awareness rather than weakness.

Many leaders who come to coaching are not in crisis at all. They are capable people who have outgrown their old approach and are uncomfortable in the gap. These aren't signs that you're failing. These are signs that you're growing.

In the Gulf, where hierarchy and reputation carry real weight, some leaders worry about how coaching will look to others. Coaching is confidential, and you decide who knows. If you are unsure, read should I tell my manager I have a coach.

When does coaching help a leader who is struggling?

Coaching helps a struggling leader when three conditions are present. Without them, it tends to become a box-ticking exercise.

1. 01

   The leader owns the issue

   They accept that something needs to change in how they lead, even if they disagree with parts of the feedback.

2. 02

   It is not a disguised exit

   The organisation genuinely wants the person to succeed, rather than using coaching as a step before dismissal.

3. 03

   The sponsor stays involved

   A manager or HR partner supports the goals, notices progress and gives fair feedback along the way.

What does developmental coaching look like in practice?

Imagine a well-regarded head of marketing in a regional bank who has just joined the executive committee. Nothing is wrong. But she notices she speaks less in that room than in any other, and defers to colleagues with longer tenure.

Her coaching goal is to contribute as a peer at the executive table. The work covers how she prepares, how she reads the room and the beliefs about seniority she brings with her. My one-to-one executive coaching is built for exactly this kind of next-step work, in person in Manama or online.