ELE Group, LLC

This session pulled back the curtain on why coaching strategies often stall at scale—and what it really takes to make coaching work in today’s organizations.

We’ve long relied on formal coaching programs designed for senior leaders, but those high-investment, executive-level programs don’t reflect how people actually grow across today’s cross-functional, constantly shifting teams. In this ELE roundtable, a panel of seasoned talent leaders unpacked the shift from “Big C” coaching (exclusive, executive-level engagements) to “little c” coaching—the micro-behaviors that build—or break—trust, clarity, and momentum across teams.

But here’s the friction: not every manager wants to coach. Some aren’t ready. And the systems they operate in often make coaching nearly impossible. Through interactive debate and candid reflection, we explored a more uncomfortable—but necessary—question: not whether coaching is valuable (we all agree it is), but whether the way companies are currently investing in it is truly working. The heart of the debate wasn’t about whether coaching is good or bad—it was whether it’s worth it to keep pouring resources into high-touch programs at the top, when the real opportunity might lie elsewhere.
<blockquote data-start="720" data-end="800">
“Leadership is in itself a profession that we lay over people doing other things.” -- <a href="https://www.ele.llc/members/nicole-defalco" target="_blank" rel="noopener">Nicole DeFalco</a>.
</blockquote>
Too often, we promote high performers into leadership roles and assume coaching will follow. But delivering results and growing others aren’t the same skillset—and without intrinsic motivation, even great managers may struggle to coach well.
Here are key takeaways that sparked conversation:

<h3 data-start="1420" data-end="1441">💡 Key Takeaways:</h3>
<ul data-start="1442" data-end="1916">
 	<li data-start="1442" data-end="1514">
Big C vs. little c Coaching – Not all coaching is created equal.
</li>
 	<li data-start="1515" data-end="1615">
Coaching ≠ Performance Review – There’s tension when your coach also rates your performance.
</li>
 	<li data-start="1616" data-end="1704">
AI as a Coaching Ally – Coaching avatars and GPT-based mentors are already here.
</li>
 	<li data-start="1705" data-end="1821">
Managers Aren’t Always the Answer – Maybe people don’t just leave managers. Maybe they leave broken systems.
</li>
 	<li data-start="1822" data-end="1916">
Coaching Requires Want-To, Not Just Know-How – Without motivation, training won’t stick.
</li>
</ul>
<h3 data-start="1918" data-end="1942">✅ Practical Actions:</h3>
<ul data-start="1943" data-end="2248">
 	<li data-start="1943" data-end="2009">
Introduce the Big C/little c coaching language in your org
</li>
 	<li data-start="2010" data-end="2076">
Screen leaders for EQ and coaching aptitude, not just role
</li>
 	<li data-start="2077" data-end="2123">
Embed coaching moments into daily work
</li>
 	<li data-start="2124" data-end="2184">
Pilot AI coaching tools to complement human feedback
</li>
 	<li data-start="2185" data-end="2248">
Reassess where manager investment is driving actual value
</li>
</ul>
Let’s reframe what scalable, empowered coaching really looks like. How are you evolving coaching in your organization? Share with us on ELE <a href="https://www.ele.llc/idea-exchange" target="_blank" rel="noopener">Idea Exchange</a>.

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The Shift from Formal to Empowered: Innovative Coaching as the New Learning Paradigm

future of work

Digital &amp; AI

dirk.tussing

jane.shlaes

leadership development

performance management

talent development

Coaching

post-mortem analysis

employee engagement

ruben.contreras

lean learning

workforce transition

learning and development

emotional intelligence

matt.sernaker

yolanda.mangram

brian.gold

amy.leschkekahle

HR leadership

AI in HR

lauren.marder

diana.anderson

executive coaching

organizational learning

team communication

knowledge sharing

innovation culture

Reflective Leadership

Coaching Culture

sheryl.smikle

nicole.defalco

laura.sandera

adam.walleser

scalable learning

people managers

coaching at scale

workplace coaching

Northern Trust

ACH Food

Alter Domus

Lead Belay

Link Logistics

This session provided a masterclass in leadership development, offering valuable strategies and actionable insights for senior HR talent leaders.

In a rapidly changing world, leaders at every level face unique challenges, from individual contributors seeking alignment with their values to managers navigating chaos and stress, to leaders of leaders transitioning to strategic roles. One powerful takeaway stood out:
<blockquote>“If you don’t have time to reflect on how you lead, you need to find that time—otherwise, you’re inviting chaos.” -- <a href="https://www.ele.llc/members/mike-kester" target="_blank" rel="noopener">Mike Kester</a></blockquote>
This call to action underscores the critical need for leaders to pause, reflect, and recalibrate their approach to fostering team and organizational success. Here are the key lessons from the session that senior HR leaders can apply to build impactful leadership programs:
<ol>
 	<li>Tailored Development for Every Leadership Level: Address the distinct needs of individual contributors, managers, and leaders of leaders, focusing on mental model shifts that promote growth and alignment with organizational goals.</li>
 	<li>Dual Career Pathways: Create clear paths for individual contributors to excel without requiring a move into management roles, ensuring talent retention and satisfaction.</li>
 	<li>Cohort-Based Learning: Use safe spaces and peer accountability to enable leaders to share challenges, foster psychological safety, and apply new skills effectively.</li>
 	<li>Practical, Immediate Application: Programs should focus on "Monday morning impact," ensuring participants can apply insights in real-world scenarios without delay.</li>
 	<li>Embedding Leadership in Systems: Align leadership expectations with organizational values, performance management systems, and cultural initiatives for sustained change.</li>
 	<li>Adapting to Rapid Change: Equip leaders with tools for adaptability and resilience, ensuring they can thrive amidst evolving demands.</li>
</ol>
By fostering a culture of reflection, accountability, and adaptability, senior HR leaders can build leadership pipelines that not only navigate the complexities of today’s workplace but also drive sustainable organizational success.

What are your thoughts on prioritizing reflection as a leadership practice? How do you embed these principles into your development programs? Let’s discuss on ELE <a href="https://www.ele.llc/idea-exchange" target="_blank" rel="noopener">Idea Exchange</a>!

The Shift from Formal to Empowered: Innovative Coaching as the New Learning Paradigm

Building Tomorrow’s Leaders: Cohort Development for Each Level of Leader

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