{"id":9458,"date":"2025-01-17T18:21:26","date_gmt":"2025-01-17T17:21:26","guid":{"rendered":"https:\/\/salomons.coach\/?p=9458"},"modified":"2025-11-16T21:47:44","modified_gmt":"2025-11-16T20:47:44","slug":"hbr-about-leadership-coaching","status":"publish","type":"post","link":"https:\/\/salomons.coach\/en\/hbr-about-leadership-coaching\/","title":{"rendered":"What Harvard Business Review has really taught us about coaching"},"content":{"rendered":"\n<p>Over the past decade, <strong>Harvard Business Review (HBR)<\/strong> has shared a wealth of insights on coaching \u2014 much of it aligning with what I see daily in my coaching practice and what I often write about: emotional resilience, VUCA leadership, and healthy team dynamics.<\/p>\n\n\n\n<p>Here is the essence of HBR\u2019s thinking, distilled and modernized.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Coaching, according to HBR<\/h2>\n\n\n\n<p>HBR consistently describes coaching as a <strong>collaborative, developmental partnership<\/strong> that helps individuals:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>see themselves more clearly<\/li>\n\n\n\n<li>build new habits<\/li>\n\n\n\n<li>strengthen leadership behaviors<\/li>\n\n\n\n<li>and navigate complexity with greater clarity<\/li>\n<\/ul>\n\n\n\n<p>Much of this connects directly to my work on sensemaking and self-leadership in a VUCA world.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">The types of coaching HBR highlights<\/h2>\n\n\n\n<h3 class=\"wp-block-heading\">Executive coaching<\/h3>\n\n\n\n<p>For senior leaders who need to develop emotional intelligence, strategic presence, and stronger self-regulation under pressure.<br>(Connected to my post about emotional outbursts and the importance of self-leadership.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Performance coaching<\/h3>\n\n\n\n<p>Focused on specific skills and behavioral improvements.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Developmental coaching<\/h3>\n\n\n\n<p>Long-term growth tied to identity, purpose, resilience, and adaptability \u2014 the foundation of my Reflect\u2013Reset\u2013Align\u2013Rise\u2122 framework.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">The impact of coaching<\/h2>\n\n\n\n<p>Research published by HBR consistently shows that coaching leads to:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>improved leadership behavior<\/li>\n\n\n\n<li>stronger emotional intelligence<\/li>\n\n\n\n<li>increased employee engagement<\/li>\n\n\n\n<li>healthier team dynamics<\/li>\n\n\n\n<li>better change adoption<\/li>\n<\/ul>\n\n\n\n<p>This echoes a key theme in several of my posts:<br>\ud83d\udc49 <strong>employees don\u2019t disengage because they don\u2019t care \u2014 they disengage when leaders stop listening.<\/strong><\/p>\n\n\n\n<h2 class=\"wp-block-heading\">What makes coaching effective<\/h2>\n\n\n\n<p>HBR repeatedly emphasizes that the quality of the coaching relationship determines the quality of the outcome. Effective coaching requires:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>active listening<\/li>\n\n\n\n<li>powerful, reflective questioning<\/li>\n\n\n\n<li>clear and aligned goals<\/li>\n\n\n\n<li>feedback loops and accountability<\/li>\n<\/ul>\n\n\n\n<p>These are the same behaviors I champion in my VUCA leadership programs: slowing down, listening up, and making sense of complexity.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">The challenges HBR identifies<\/h2>\n\n\n\n<p>Coaching isn\u2019t magic. HBR highlights obstacles such as:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>resistance to change<\/li>\n\n\n\n<li>misalignment between personal and organizational goals<\/li>\n\n\n\n<li>variability in coach quality and methodology<\/li>\n\n\n\n<li>emotional blind spots leaders underestimate<\/li>\n<\/ul>\n\n\n\n<p>All themes I often see in my coaching practice and write about in my posts on negativity loops, emotional triggers, and the impact of unspoken team dynamics.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">The bottom line<\/h2>\n\n\n\n<p>HBR\u2019s message closely mirrors what I\u2019ve experienced in over two decades of coaching:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Coaching is not about fixing people \u2014 it\u2019s about helping them rise.<\/strong><\/li>\n\n\n\n<li><strong>It enables leaders to develop emotional resilience, clarity, and presence in uncertain environments.<\/strong><\/li>\n\n\n\n<li><strong>And it helps organizations build cultures where trust, connection, and psychological safety can grow.<\/strong><\/li>\n<\/ul>\n\n\n\n<p>When leaders transform, the system follows. And that is why coaching remains one of the most powerful tools for real, sustainable leadership development. alignment with broader business objectives.<\/p>\n\n\n\n<p><a href=\"http:\/\/salomons.coach\/contact\" target=\"_blank\" rel=\"noopener\" title=\"\">Contact me <\/a>if you feel coaching could be helpful for you.<\/p>\n\n\n\n<p><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Over the past decade, Harvard Business Review has shown that coaching is not about fixing people\u2014it&#8217;s about helping leaders rise. HBR highlights coaching as a collaborative partnership that strengthens self-awareness, emotional intelligence, and the ability to navigate complexity. From executive development to performance and long-term growth, the research is clear: coaching improves leadership behavior, deepens team trust, and creates healthier, more resilient organizations. At its core, effective coaching is built on listening, reflective questioning, aligned goals, and honest accountability\u2014exactly the foundations of modern leadership in a VUCA world.<\/p>\n","protected":false},"author":1,"featured_media":9331,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[1,201,193],"tags":[23,183,401,84,402,209,148],"class_list":["post-9458","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog","category-books-publications","category-self-personal-growth","tag-coaching","tag-executive-coaching","tag-growth-mindset","tag-hbr","tag-leadership-journey","tag-reflection","tag-self-awareness"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO Pro 4.9.5.2 - aioseo.com -->\n\t<meta name=\"description\" content=\"Harvard Business Review (HBR) defines coaching as a collaborative process aimed at enhancing an individual&#039;s skills, behaviors, and performance. 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