Among the rapid change in the working environment, companies reckon that managers could not be longer use the command-and-control leadership to deliver better objectives that meet all the expectations between employees and their boss. Therefore, many firms are moving toward a novel coaching model in which managers facilitate problem-solving, thus encouraging each individual’s development through asking questions and offering support and guidance rather than giving orders and making judgments.

The authors inform us of the benefits of some coaching types – directive, nondirective, and situational—and note that sometimes no coaching at all is necessary. Also, they illustrate how managers can use the four-step GROW model to become more skilled at listening, questioning, and getting insights out of the people they supervise. This article concludes with recommendations for making coaching an organizational capacity, thus affecting a cultural transformation by articulating why coaching is valuable for the firm as well as individuals. Therefore, it guarantees that leaders embrace and model it, then build coaching capabilities throughout the ranks, and remove barriers to change.