Why Coaching Every Employee Is A Smart Talent Strategy

Forbes

2 days ago

Michel Koopman is the CEO & Founder at CxO Coaching, with a distinguished career as a senior operator and entrepreneur.
In the workplace, disengagement runs deep. According to Gallup, nearly 60% of employees globally are psychologically detached from their work, doing only what's required without meaningful connection or motivation. Meanwhile, manager burnout and turnover are rising, leaving organizations scrambling to retain both leadership and institutional knowledge. Amid this pressure, professional development is now one of the things that employees value most in the workplace.
I've seen how these shifting employee priorities are redefining how companies approach development. Coaching, once reserved for executives navigating the upper echelons of leadership, is now being reimagined as a tool for every layer of the organization. And a true coaching culture fosters continuous growth as a daily expectation. Instead of waiting for promotions or performance reviews, development happens through everyday conversations, feedback and reflection.
If companies want to embed coaching into their culture and position themselves for stronger retention and sustained growth, here's what leaders should keep in mind:
Managers play a huge role in shaping the employee experience.
We've all heard it before: People don't quit jobs—they quit managers. It serves as a powerful reminder of the impact managers have on the employee experience. In my experience, the relationship between an employee and their direct manager is the single most important factor influencing engagement, productivity and retention. While competitive pay and perks matter, the day-to-day experience of being seen, supported and developed is what creates loyalty. When managers coach rather than dictate, when they ask instead of assume and when they invest in growth rather than just outcomes, they can unlock a level of trust that transforms teams.
The implications are significant. Teams with coach-minded leaders report greater trust, stronger collaboration and a heightened sense of psychological safety. And in a talent market where skilled professionals have more choices than ever, these human factors often outweigh compensation alone. This is the heart of a modern employee value proposition: Growth that extends beyond the job description.
Coaching is a skill that requires practice.
Here's the catch: Most managers aren't natural coaches. They've climbed the ranks through technical acumen, grit or domain expertise, not necessarily because they know how to develop others. And without a model to follow, even the most well-meaning leader may struggle to deliver meaningful development conversations.
This is where external coaches can play a pivotal role. By partnering with seasoned executive coaches at the top levels, companies can begin to set the tone—establishing shared frameworks, development mindsets and communication habits. Once modeled by senior leaders, these coaching habits begin to shape everyday interactions across all levels. Coaching becomes less of an event and more of a habit. Think of it as cultural scaffolding: External coaches can serve as the architects, but internal leaders build the structure day by day.
There are several ways to build a coach-first culture.
Creating a culture of coaching means focusing on scalable, practical touchpoints that embed development into everyday work. Here are a few ways companies are doing just that:
• Group coaching sessions that address common challenges—like decision making, communication or resilience—at scale
• Mentoring 'office hours' where experienced leaders offer drop-in sessions for guidance
• Using micro-learning tools, such as Blinkist or podcasts, to spark growth conversations in one-on-ones
• Employing high-potential programs that blend leadership development with bespoke one-on-one coaching to accelerate rising talent
• Integrating digital coaching platforms that democratize access, offering content libraries, skill tracking and AI-powered feedback loops
Each of these touchpoints makes development a visible, consistent part of daily work. And when paired with transparent feedback loops and performance alignment, they can create a virtuous cycle of learning and growth.
It's important to scale with intention.
Expanding coaching from an executive benefit to an organizational norm requires intentional rollout. Start at the top, where the cultural tone is set. Then, equip managers with the tools, language and mindset to coach their teams. Finally, open the doors to every employee by integrating development into workflows, check-ins and team rituals.
This doesn't mean blanketing the organization with coaches overnight. It means aligning coaching with business priorities—like innovation, agility and retention—and treating it as an investment in long-term talent sustainability.
One proven approach I've seen is piloting coaching initiatives in high-impact teams, measuring outcomes and expanding based on what works. This phased strategy allows companies to tailor coaching delivery to real organizational needs while building internal buy-in.
In closing, culture has become a deciding factor in where people choose to work. When coaching becomes a shared experience, when it moves from the corner office to every desk, something powerful happens. I've seen firsthand how engagement rises and retention strengthens. People begin to see not just what their role is but who they're becoming. It's time to close the gap between potential and performance—for everyone.
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