Coaching Changed the Way I Lead

I didn’t expect it to. But it gave me tools I didn’t know I needed, and now I use them on every project.

I discovered professional coaching almost by chance. Like many of you, I’ve always focused on the nuts and bolts of running projects. The tasks, the timelines, the processes, the budget—getting things done and keeping them on track. For years, my role was clear: steer the ship, set direction, and ensure everything stays on track. But as projects grew more complex and the teams more skilled, I realized my leadership style needed to evolve.

It wasn't enough anymore to simply manage tasks and processes. I had to empower people and trust their expertise. That awareness is what led me to professional coaching.

Coaching is often misunderstood. Many assume it's mentoring or consulting, but coaching is something entirely different. The way I see it, coaching is about having the kind of conversation most people don’t usually get to have—one that helps you see things differently, think a little deeper, and figure out what’s actually going to move you forward. The International Coaching Federation, or ICF, defines coaching as a partnership that helps people tap into their potential, both personally and professionally. That tracks with what I’ve seen on real project teams. When people are given space to think differently and reflect a bit deeper, they often find exactly what they need to move forward. Erickson Coaching International takes it further, emphasizing solution-focused approaches that guide individuals to uncover solutions they already possess within themselves.

I’m certified by Erickson Coaching International and have completed their Level 1 and Level 2 training in The Art and Science of Coaching. That training helped me develop a structured, reliable approach to supporting both individuals and teams in ways that create lasting impact.

There are two types of coaching that show up often in the work I do: leadership coaching and executive coaching. Leadership coaching is really about helping someone tap into who they are as a leader, get clearer on how they show up, and grow in a way that makes a real impact on the people around them. It’s not limited to C-suite roles. It’s for anyone who’s in a position to lead others. Executive coaching is a bit more focused on strategy, decision-making, and how someone leads when the stakes are high and the pressure is constant. It’s about supporting people who are often expected to have all the answers but rarely get the space to pause and reflect.

Both types of coaching help people build communication skills, strengthen trust, and see blind spots that are often invisible from the inside. Coaching isn’t about giving people the answers. It’s about helping them figure it out for themselves, which is why the growth actually sticks.

How does this impact the projects we run?

On a project level, coaching helps us spot and work through the stuff that usually flies under the radar. Things like communication gaps, unspoken assumptions, or low trust can quietly throw things off track. When we deal with those early, the work moves faster, decisions get clearer, and the whole project runs more smoothly.

On a team level, coaching creates clarity and alignment. It encourages open conversations about beliefs, motivations, and how people see their roles. When team members understand each other's perspectives and assumptions, collaboration improves dramatically. Trust deepens, meetings become more productive, and the team atmosphere shifts from tension to cooperation.

Individually, coaching provides team members the opportunity to understand themselves better. It helps them identify personal barriers, like hesitations around delegation, conflict avoidance, or fear of speaking up. This self-awareness doesn’t just help them on the current project; it carries forward into their careers and personal lives, empowering them to become stronger, more confident, and effective contributors.

My role in this as a coach is to create and hold that reflective space, helping individuals and teams ask the right questions. I support them in uncovering their insights, rather than offering them my own answers. This allows them to develop solutions they fully own, implement effectively, and carry forward independently.

Professional coaching doesn’t replace technical expertise. It builds on it. It gives us a way to tap into the deeper dynamics, the stuff that often goes unnoticed. That’s what helps good teams become great, and solid projects turn into something truly exceptional.

If you’ve ever caught yourself wondering if there’s more your team could bring to the table, or if something under the surface is quietly slowing things down, maybe it’s worth taking a closer look. Sometimes the change doesn’t start with a big move. It starts with asking a better question.