GoKawiilStudy finds most managers falter at employee coaching, offers four fixes
New workplace research indicates that many managers approach coaching as a rigid, scheduled event rather than an ongoing practice, often limiting it to annual reviews or occasional check-ins. This narrow view leads managers to either jump in and solve problems directly or treat coaching as an awkward, infrequent obligation. The findings point to four practical adjustments managers can make to turn coaching into a more natural, continuous part of daily work.
GoKawiil's interpretation of the reporting above, not reported fact.
When coaching is treated as a once-a-year formality, employees miss out on real-time guidance that helps them grow and solve problems independently. Poor coaching habits can also erode trust and engagement, since staff may feel micromanaged or unsupported between formal reviews. Companies that embed coaching into everyday interactions tend to see stronger performance and retention over time.
- Many managers treat coaching as a rare, formal event instead of a continuous process
- Jumping in to solve problems for employees undermines their development
- Four actionable tips can help managers integrate coaching into daily work habits
The Coaching Habit" by Michael Bungay Stanier — This bestselling book turns coaching from an awkward annual-review ritual into a set of seven simple questions you can use in any everyday conversation. It's a perfect fit for managers who want to stop jumping in to solve problems and start building real coaching habits.
See The Coaching Habit" by Michael Bungay Stanier on Amazon → Affiliate link — we may earn a commission on purchases, at no extra cost to you. Product picked by AI based on this article; it is not a tested recommendation.Source: fastcompany.com, 2026-08-30
Published there as: “Managers are bad at coaching: 4 tips for improving”
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