Originally published August 2022. Updated October 31, 2025.
Employee turnover hasn’t slowed since the so-called Great Resignation. It has simply evolved. Economic pressures, shifting values and AI-driven change continue to move people faster than ever between roles and industries.
The question for leaders now is not “How do we stop people leaving?” but “How do we make staying feel worthwhile?”
Coaching as the antidote to disengagement
People leave managers, not companies. When managers create space for genuine development conversations, loyalty grows naturally. Coaching encourages curiosity, confidence and ownership: three qualities every business needs in uncertain times.
Leaders who coach ask more questions than they answer. They help employees find clarity in chaos and connect daily work to long-term growth. The result is higher motivation, improved decision-making and stronger trust.
Practical ways to build a coaching culture
- Start with the middle. Give team leaders access to coaching skills training so development conversations happen where it matters most.
- Normalise feedback loops. Make monthly development check-ins the norm, not the exception.
- Model reflection. Share what you are learning as a leader. It shows that growth never stops at the top.
- Recognise progress. Appreciation is powerful. Celebrate effort, not just outcomes.
Why it matters
Research from the International Coaching Federation shows that organisations with a coaching culture report 70 percent higher productivity and 60 percent stronger employee engagement.
Coaching creates psychological ownership where people feel trusted, capable, and supported. In an age where talent retention is tied to purpose and growth, coaching gives people both.
