How to Be a Great Business Coach: Key Skills for Leadership and Team Development

How to Be a Great Coach

There’s a good chance I’ll ruffle a few feathers with this article. Why? Because “coaching” means different things to different people. Organisations and coaches have created a myriad of techniques, methods, and labels.

That’s fine — but I like to keep things simple. Complexity can overwhelm clients, so I focus on clarity, practicality, and real-world results. Since leaving full-time work nine years ago, I’ve worked as a business, management, HR, and agility coach — helping hundreds of leaders and teams deliver value faster, smoother, and smarter, while cultivating better workplaces.

Here's my take on being an effective business coach.

Coaching vs Consulting

First, let’s clear up a common confusion:

• Consulting is about providing answers, direction, and guidance. It’s more of a “tell.”
• Coaching is about supporting people, helping them discover, learn, and grow.

I always use both. Always.

The Sports Coach Approach

Having played pro basketball and studied sports coaching extensively, I approach coaching like a sports coach. My role is to:

• Support people in pursuit of their goals.
• Correct, nudge, and provide technical insights.
• Grow each individual I coach.

They Don’t Know All the Answers

People hire coaches because they don’t have all the answers. If they did, they wouldn’t need a coach.

A great coach knows more than the person being coached — or at least knows how to help them find the answers. This means there will be times when you provide answers (consulting) and times when you guide discovery (coaching).

Feedback Without Resentment

A strong coach builds relationships, speaks with care and authority, and can give feedback without being resented. John Wooden said that.

Respect and trust aren’t just about friendliness—they’re about how you carry yourself and communicate.

Know a Lot About a Lot

Business coaches need a broad understanding of work, leadership, and human behaviour. Many coaches specialise too narrowly, or have no firsthand leadership experience, and struggle to help their clients. Read widely. Learn actively. Apply knowledge through experience.

👉 Trust me, I have worked alongside many coaches who are trying to coach leaders but have had no first hand experience of leadership. This rarely ends well.

Clear Direction

A coachee must have a clear goal. What are they trying to achieve? What does success look like? Coaching should be tied to business outcomes, not just personal development for its own sake.

For example:

• Winning a sales bid.
• Managing a team more effectively.
• Advocating confidently in executive meetings.
• Delivering an industry presentation.

Even soft skills, like confidence, are most valuable when applied to real work outcomes.

Work on Problems to Drive Progress

Identify what’s preventing your coachee from achieving their goals. The answer is rarely a single issue — it’s systemic. Ask questions, create a safe space, and tease out challenges across multiple areas:

• Systemic issues in the workplace.
• Communication skills.
• Managing difficult people.
• Technical challenges.
• Overwhelm or personal life impacts.

A great coach addresses all of these to unlock real progress.

You Are a Cost — Provide Value

Everything in business is a cost; value is created externally.

Your coaching must therefore contribute to measurable improvement or business outcomes. Focus on making people better at delivering value, not just improving behaviours in isolation.

Coach Individuals, Not Teams

Teams are made of individuals, each with unique needs. Even when working with teams, focus on coaching each person relative to their role. Some may need technical skills sharpened, others communication or team-building support. Treat “team” as a collective of individuals.

Be Nice, Humble, Clear, and Confident

Humility, openness to learning, and kindness go a long way. But coaching isn’t about being a pushover — you must guide, critique, and direct when necessary.

Communicate clearly, listen deeply, and carry confidence in all that you do. Pushback and disagreement are inevitable; be prepared.

Don’t Coach What You Can’t Do

Be upfront about your limitations. Don’t offer advice in areas where you lack experience. Focus on your strengths and deliver real value. Let others handle areas outside your expertise.

Not Everyone Can Be Coached

Sometimes people simply won’t resonate with you — or aren’t ready to be coached. That’s okay. Focus on those who are receptive and committed.

Final Thoughts

You could spend a lifetime learning every style, certification, and approach — but experience, humility, kindness, and a results-focused mindset matter most.

Coaching is about improving outcomes for the person being coached – and the business they work in. Done right, it’s a cost that unleashes massive value — for individuals and the business alike.

If you’d like help with coaching or want to explore training, get in touch.