August 11-2025
By: Dhania Puspa
In today’s fast-paced business world, the role of a manager goes beyond simply giving instructions. According to John Whitmore, a pioneer of modern coaching and author of Coaching for Performance, managers must become coaches to elevate the performance of individuals and teams to a higher level.
This approach is rooted in the belief that coaching in leadership is one of the most effective ways to:
- Improve performance
- Develop potential
- Achieve organizational goals sustainably
This article will discuss who John Whitmore is, the strong reasons why the role of a manager as a coach is crucial, the differences between coaching and traditional management, as well as practical steps to build a coaching culture within an organization.
Getting to Know John Whitmore and His Coaching Philosophy
Sir John Whitmore (1937–2017) was a key figure in the coaching world and the creator of the GROW model (Goal, Reality, Options, Will). His book Coaching for Performance has become a global reference for leaders, HR professionals, and human development practitioners.
His philosophy is simple yet revolutionary:
“Coaching is unlocking a person’s potential to maximize their performance. It is helping them learn, not teaching them.”
Whitmore believed that leadership through coaching not only improves work results but also shapes individuals to be independent, creative, and responsible.
Why Managers Should Become Coaches
- Enhancing Team Performance
Coaching involves team members in finding their own solutions. This sense of ownership makes them more motivated. - Developing Individual Potential
Coaching helps managers recognize the strengths and areas for development of each team member. - Strengthening Work Relationships
The role of the manager as a coach encourages more open and empathetic two-way communication. - Fostering a Learning Culture
A coaching culture creates a work environment that views challenges as opportunities to learn. - Increasing Organizational Adaptability
Teams guided by coaching are better prepared to make critical decisions.
Coaching vs. Traditional Management
Aspect | Traditional Management | Coaching Leadership |
Main Focus | Task and result control | Long-term performance & potential development |
Communication Style | One-way (command and control) | Two-way, question-based |
Decision Making | Centralized with the manager | Collaborative with the team |
Long-Term Impact | Short-term compliance | Sustainable motivation and commitment |
How to Be an Active Manager-Coach
- Practice Questioning Skills
Use open-ended questions such as:
- “What do you want to achieve?”
- “What obstacles are you facing?”
- “What options have you considered?”
- Provide Constructive Feedback
Use feedforward by focusing on future solutions. - Listen Actively
Understand not only words but also body language and emotions. - Build Trust
Create a safe space for discussion and learning. - Use the GROW Model
- G – Goal: Define the objective
- R – Reality: Analyse the current situation
- O – Options: Explore alternatives
- W – Will: Commit to actions
John Whitmore emphasized that managers who act as coaches are strategic assets to their organizations. Through coaching, managers not only lead but also nurture the human potential behind performance.
Challenges in Implementing Coaching
- Time Constraints: Integrate coaching into daily conversations.
- Old Mindsets: Participate in training and mentoring.
- Team Resistance: Build trust by demonstrating tangible benefits.
Long-Term Benefits of a Coaching Culture
- Increased productivity
- Higher employee retention
- More frequent innovation
- More confident and independent employees
- A healthy and collaborative work culture
Enhance your coaching skills to lead more effectively.
Join the training program with the expert team at Qando Qoaching and experience a transformation in your leadership.
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