Respecting the Discipline: Why Coaching Is More Than Just Conversations

Coaching is a helping profession, and like any such discipline—be it education, counselling, or social work—it is grounded in theory as much as in practice. It is easy to assume that effective coaching simply requires good listening skills and the ability to ask insightful questions. But coaching is not merely intuitive. Behind the scenes lie decades of research, models, and tested methodologies that support the professional standards we now recognise.

As a graduate of the MA in Coaching and Mentoring Practice at Oxford Brookes University, I was trained in a wide range of perspectives, from psychodynamic and humanistic frameworks to adult learning theory, cognitive-behavioural models, and organisational systems thinking. The programme not only equipped me to coach but also taught me to think critically and to reflect rigorously on my practice. Through one-to-one supervision, research modules, and practical applications, I developed a deeper respect for coaching as a field that sits at the intersection of psychology, ethics, leadership, and human development.

I do not believe every coach must pursue a formal degree. But I do believe that every coach—whether formally trained or not—owes it to their clients and to the profession to acknowledge that the theoretical underpinnings of coaching do exist, and they deserve respect. Dismissing them because one has never studied them is not a mark of practicality, but a missed opportunity for professional growth. Thankfully, there are many ways to build that awareness. Reading well-researched coaching books, accessing peer-reviewed journals, and engaging with the work of established theorists and practitioner-scholars can help. In my experience, grounding one’s practice in a coaching framework does more good than harm. A thoughtful framework not only gives structure to sessions but also provides a shared map for both coach and coachee to navigate complexity. It improves continuity, deepens self-awareness, and strengthens accountability. In short, it enhances outcomes.

This belief underpins the PROPEL Coaching Model I developed—an integrative and proactive framework that supports both corporate leaders and personal development seekers in moving from insight to sustained change. The six components of PROPEL are informed by theory, shaped by lived experience, and tested in real-world coaching engagements. But even more than methodology, what ultimately holds the coaching process together is the quality of the relationship. As I explain in Chapter 3 of my forthcoming book PROPELled to Lead: Unleashing Proactivity and Human Connection in Coaching and Life, connection is not just an ingredient in coaching—it is the medium through which all meaningful growth occurs. I write:

“The real power of coaching lies not in technique alone, but in the trust-based alliance we build. Techniques may provoke reflection, but it is the relationship that determines whether reflection becomes action.”

This is why I value presence, safety, attunement, and mutual respect. Frameworks are essential, but they are not substitutes for humanity. It is the interplay of both—rigorous understanding and human connection—that makes coaching transformative.

This perspective on coaching—one that values both conceptual rigour and authentic human presence—continues to inform my practice and writing. In my recent reflections, I have explored how trust-based alliances serve not merely as supportive backdrops but as active catalysts of transformation. Such themes, along with the role of proactive frameworks in fostering meaningful change, are further developed in my forthcoming work. For those interested in how coaching can evolve to meet the needs of today’s leaders and individuals, these explorations may offer a fresh lens.