Leaders Coaching Leaders
Written by Nathan J. DeGodt
“You can teach someone knowledge and the skills they need, but you can’t teach will,” CHAP President and CEO, Nathan J. DeGodt, said.
In our previous blog, Coaching: Time Well Spent, we explored how leaders use coaching to unlock potential within their teams, fostering growth and development. It was one of our most successful pieces, resonating deeply with leaders at various levels. Today, we’re revisiting that topic with a new focus: What happens when leaders coach other leaders?
Leadership, especially at the executive level, is less about direct management and more about strategic coaching—empowering managers to lead their teams with confidence and autonomy. According to CHAP President and CEO Nathan J. DeGodt, one critical aspect that often gets overlooked as leaders move up the ladder is the importance of having a mentor. No matter how high you rise, having someone as a sounding board—whether a peer, board member, or colleague—is essential for continuous growth.
Nathan also points out a common pitfall for leaders: being busy but not productive. Many leaders overseeing other leaders get caught up in checking boxes, logging tasks in their CRM, or managing day-to-day operations without genuinely moving the organization forward. Coaching should help leaders ensure that they’re not just filling time, but actually making a meaningful impact—both for the company and for their own personal development. “You can make 12 sales calls with zero productivity, but feel like you were busy all day.” The goal of leadership coaching is to push beyond the surface of productivity and focus on meaningful outcomes.
Another key issue is the common scenario where leaders are promoted because they’re next in line, not because they’re prepared. Without proper coaching or training, they may fail to deliver the expected results, not due to a lack of effort, but because of insufficient preparation. This creates a trickle-down effect, where their teams are impacted by leadership that isn’t fully equipped for the role. Coaching at this level offers a significant opportunity to ensure leaders are adequately trained and supported to lead effectively.
This blog delves into these and other nuances of leaders coaching leaders, offering practical insights.
Let’s explore how the dynamics change when the goal is to coach those who coach.
From Supervisor to Leader of Leaders: The Shift
The core concepts of coaching remain the same, but they take on a new dimension when applied to leaders who manage other leaders. Coaching at this level is about building capacity across the organization. It’s about modeling behavior, embodying leadership qualities, and removing barriers that hold others back.
One of the key differences is knowing which style to coach from. Leaders need to understand when to be directive, when to pull back, and when to empower other leaders to make their own decisions.
High Accountability + Low Micromanagement = Confidence
It’s important to give leaders space to make their own decisions, even if those decisions might not align with what you would have done. The goal is to create a space where leaders feel empowered to act, learn from their experiences, and grow—without fear of punitive repercussions.
As a coach of leaders, it’s essential to step back and allow managers to navigate challenges independently. This fosters confidence and decision-making skills, which are crucial for their development. When you trust a leader to make decisions, you reinforce their ability to lead others, creating a ripple effect throughout the organization.
“I’d rather see a decision made and coach afterward than step in and solve the problem for them,” Nathan said. This perspective encourages personal growth while minimizing the need for constant oversight. It also opens the door for newer, unique decisions instead of just one leader’s voice.
Personalized Coaching Styles
Not every leader responds to coaching the same way, and a one-size-fits-all approach is destined to fail. The most successful leaders understand those around them and coach according to each person’s unique needs. Whether it’s being confrontational in a non-confrontational way or embracing a more supportive approach, coaching should be tailored to the individual leader and the situation.
Will, Skill, and Knowledge
Always coach to will, skill, and knowledge. While you can train someone to improve their skills or expand their knowledge base, will is something that has to come from within. If a leader doesn’t have the will to lead, no amount of coaching on skills or knowledge will make a difference.
“You can teach someone knowledge and the skills they need, but you can’t teach will,” Nathan said. This powerful insight underscores the importance of identifying leaders who are not only capable but also deeply invested in their roles.
Removing Barriers and Building Capacity
It’s vital to remove barriers that inhibit leaders from reaching their full potential. Fear-based environments can stifle creativity and growth. By creating a safe space where leaders can experiment, fail, and learn, you build capacity across the organization.
Leadership is not about clipping someone’s wings to keep them where they are. Instead, it’s about investing in their growth—even if that growth leads them beyond your organization.
“If you invested your time within the organization but need to move on, I’ll be your biggest supporter and cheer you on from afar,” Nathan said. This approach not only fosters loyalty but also encourages leaders to excel without fear of being held back.
Conclusion: Leaders Coaching Leaders
As we revisit the core concepts of coaching from our previous blog, Coaching: Time Well Spent, we see that coaching leaders requires a different but familiar mindset. It’s about trusting their abilities, fostering confidence, and removing barriers so they can thrive. It’s about knowing when to step in and when to step back, and it’s about coaching the whole person, not just their role.
By embracing these strategies, leaders can cultivate stronger, more capable managers who are not just effective at managing teams, but at leading with vision and purpose. Leaders coaching leaders isn’t just about bettering individuals—it’s about building capacity throughout the entire organization.
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