Leader as Coach

An Employee Engagement and Retention Imperative

The merits of developing an internal coaching culture can be attributed to the growing concern that as Baby Boomers retire, organizations will be faced with a significant talent deficit. It behooves organizations to address this impending talent shortage now by supporting managers in acquiring the necessary skills and best practices for effectively engaging and retaining top talent at all levels.

According to the Gallop Poll, 29% of employees are fully engaged at work; 54% are neutral and all others are disengaged! Disengaged employees cost companies in North America $300 billion in lost productivity as stated in a 2005 Harvard Business Review article Manage Your Human Sigma by Fleming, Coffman and Harter. Disengaged employees quit resulting in significant costs and disruption to their employer’s business.

THE SOLUTION... train managers how to coach staff members for development not just for performance – to reach out to all generations of employees to help them realize their full potential. Organizations that recognize the value of developing a coaching culture experience a direct return on their investment. In a study published by Hewitt Associates which tracked over 300 companies over 5 years, increases in employee engagement clearly preceded improvements in financial performance. Managers that embrace a coach-approach to leading, inspire teams that are more loyal and committed to achieving the organization’s goals and objectives (the definition of engagement).

In a recent study by the Bedford Consulting Group, 62% of executives surveyed believe that the shortage of talent is about to get worse with boomers retiring and that many younger managers are ill- prepared to step in to replace them. As workplaces become more diverse and the talent pool shrinks, managers will need to understand how to inspire and engage staff members who are motivated by things other than financial rewards, such as the opportunity to perform interesting work in an environment where they feel valued.

This interactive presentation will start with an overview of how coaching for development differs from coaching for performance. The presentation will outline the benefits and process of developing an internal coaching culture by training front-line managers to ‘C’ suite executives how to incorporate coaching in their day to day activities. We will invite participants to share with the group their organization’s experiences (positive and challenges) in developing managers as coaches.


  1. The benefits to the organization of building an internal coaching capability, as well as the personal benefits for the employee and the manager.
  2. How managers can reconcile their two key roles - managing and evaluating a staff member’s performance and acting as that person’s advocate for their career development.
  3. How to gain endorsement with senior management for building a coaching culture.
  4. Dealing with resistance to culture change.
  5. The 3 key coaching capabilities necessary for all great coaches in delivering all types of coaching.


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