When Coaching Is in the DNA: A Lesson from a Top Global Consultancy

During my doctoral research into the challenges and strategies of managerial coaching in Hong Kong’s corporate sector, I had the privilege of speaking with many inspiring professionals. One, in particular, stood out—a manager working at a prestigious global management consulting firm. Their perspective on coaching was not only refreshing but also a benchmark for what workplace coaching could and should look like.

They described a culture where coaching is embedded deeply into the organisation’s fabric—not merely as a managerial task or performance tool, but as a way of being. Coaching, according to them, is in the DNA of the company and each of its employees. Every staff member is assigned two coaches: one dedicated to career development and another for daily work-related support. More impressively, every new recruit undergoes specific preparation before being coached, reinforcing the expectation that coaching is not incidental—it is intentional, structured, and cultural.

This is a prime example of what it means to weave coaching into the core of an organisation. When coaching is not an afterthought, but a proactive, foundational practice, employees at all levels experience the benefits of ongoing development, psychological safety, and collaborative growth.

Yet, despite the remarkable systems and support in place, the conversation revealed a surprising insight. When asked if they were familiar with the GROW coaching model—one of the most recognised frameworks in coaching—they confessed they had never heard of it. This is not to criticise the individual, who was clearly an effective manager and a passionate believer in the power of coaching. Rather, it highlighted a broader issue I observed throughout my research: a lack of awareness and utilisation of structured coaching frameworks among even the most well-intentioned managers.

Without a shared coaching framework, coaching often becomes reactive instead of proactive—more about addressing problems when they arise than preventing them before they occur. Managers may coach with the best intentions, but without a system to guide them, their efforts may lack consistency, clarity, and alignment with broader organisational goals.

It was a fascinating moment of contrast—coaching was everywhere in their company, yet it lacked a common language or structure. This disconnect, subtle as it may seem, can dilute the power of coaching and hinder the organisation's ability to fully leverage its potential.

This experience reaffirmed for me the importance of coaching literacy, especially the value of familiar frameworks that can bring systemic cohesion to even the most vibrant coaching cultures.

Stay tuned for my next article, where I will explore the question: Why Do Coaching Frameworks Matter? I will discuss how frameworks like GROW, when properly understood and applied, elevate managerial coaching from good to great—moving from reactive support to proactive empowerment.