Coaching Skills Every Manager Should Use

Great managers don’t just manage — they coach. While formal coaching qualifications are valuable, the truth is that every manager can learn and apply simple coaching skills to bring out the best in their teams. Coaching isn’t about long, formal sessions; it’s a way of leading that creates ownership, unlocks potential, and drives performance.

In this blog, we’ll explore three core coaching skills every manager should use — and why they make such a difference.

Why Coaching Matters in Management

Traditional management often focuses on giving instructions, solving problems, and monitoring performance. Coaching, by contrast, shifts the emphasis: it helps people think for themselves, build confidence, and take responsibility. The result? Teams that are more engaged, more resilient, and more productive.

Coaching skills matter because they:

• Build autonomy – empowering staff to make decisions.

• Increase engagement – people feel listened to and valued.

• Improve problem-solving – employees develop confidence in tackling challenges.

• Strengthen performance – coaching is future-focused, helping staff grow.

1. Active Listening

Listening is the foundation of coaching. Yet many managers fall into the trap of half-listening while planning their response. Active listening is different — it involves full attention, curiosity, and an openness to what the other person is really saying.

How to practise it:

• Put away distractions — phone, emails, notifications.

• Use silence. Don’t jump in to fill pauses.

• Reflect back what you’ve heard: “It sounds like you’re concerned about…”

• Notice what isn’t said — tone, pace, and body language all carry meaning.

Leadership takeaway: When staff feel heard, they feel valued — and are more likely to bring you their best work.

2. Asking Open Questions

Managers often default to giving advice or quick solutions. Coaching flips this by using open questions to help staff explore their own thinking. Open questions start with what, how, or tell me more — and they invite reflection rather than yes/no answers.

Examples of powerful coaching questions:

• What outcome are you hoping for here?

• What options have you considered already?

• How could you approach this differently?

• What support would help you move forward?

Leadership takeaway: Open questions shift the responsibility for problem-solving to the employee, building their confidence and capability.

3. Giving Constructive Feedback

Feedback is often seen as uncomfortable, but it doesn’t have to be. In coaching, feedback is framed as information that helps someone grow. It’s balanced — recognising strengths as well as highlighting areas for improvement.

A simple feedback structure (the “SBI” model):

• Situation – Be specific: “In yesterday’s meeting…”

• Behaviour – Describe what you observed: “…you interrupted twice before others had finished speaking.”

• Impact – Explain the effect: “…this meant others didn’t feel fully heard.”

Then invite reflection: “How do you think that came across?”

Leadership takeaway: Constructive feedback builds trust when it’s honest, specific, and focused on improvement.

Embedding Coaching Skills in Daily Management

Coaching doesn’t require a separate meeting or a formal label. It can be woven into everyday interactions:

• Ask an open question instead of giving the answer straight away.

• End one-to-ones by inviting staff to reflect on what they’ve learned.

• Use team meetings to celebrate progress and explore next steps together.

• Practise active listening in every conversation — staff will notice.

The key is consistency. When managers regularly use coaching skills, staff come to expect a more empowering, supportive leadership style.

The Wider Impact

Managers who coach create ripple effects across organisations:

• Higher retention – staff are more engaged and motivated.

• Better collaboration – teams feel safe to share ideas.

• Greater innovation – employees are encouraged to think creatively.

• Resilient culture – challenges are faced with curiosity rather than fear.

Coaching is not about making managers into therapists — it’s about equipping them with tools that unlock performance while strengthening relationships.

Final Thought

Every manager can be a coach. With a commitment to listening actively, asking open questions, and giving constructive feedback, managers can shift from directing to developing. In doing so, they create teams that are more capable, more confident, and more committed.

Coaching isn’t an “extra” to management — it’s what makes management work.

Useful link: Chartered Management Institute – Coaching for Managers