Coaching at work: Clarity, trust and cultural alignment

Many organisations invest in coaching to support growth, performance, and development—yet not all see the impact they expect. In my experience embedding coaching within organisations, the difference lies not in the quality of the coach alone, but in the conditions created around the coaching.

One common challenge is confusion among leaders about what coaching is—and what it is not. It is vital for managers and HRBPs to distinguish coaching from mentoring, training, or general leadership. Clear communication and alignment on objectives between individuals and their line managers create the foundation for coaching that genuinely supports growth and development.

Trust is central to effective coaching and extends beyond the coach–coachee relationship. Strong, trust-based connections between the coach, the individual, the line manager, and the organisation require ongoing attention and care, yet they are critical to achieving meaningful outcomes.

Coaching has the greatest impact when it is intentionally aligned with organisational values and culture. Clarity of purpose, combined with thoughtful integration into the organisation’s ethos, helps create a workplace where growth, innovation, and support can thrive.

Under these conditions, coaching becomes far more than a development intervention. It acts as a catalyst for sustainable growth—building self-awareness, capability, and confidence in individuals, while strengthening the culture of the organisation as a whole.