Both Google and Gallup—organizations obsessed with measuring what works—have independently arrived at the same conclusion:
The best managers aren't bosses. They're coaches.
The Google Revelation
When Google's founders set out to determine whether managers even mattered, they were skeptical. They created their People Innovation Lab and embarked on a multi-year study of their managers, gathering thousands of data points through performance reviews and employee surveys.
The results surprised them. Technical expertise—what many organizations value most when promoting individual contributors to management—ranked last on the list of what makes an effective manager.
Instead, coaching — where managers act as thought partners by asking questions rather than giving answers, and supporting rather than judging — came out on top.
Google identified eight behaviors their best managers displayed, in order of importance:
- Coaching the team
- Empowering people without micromanaging
- Creating an inclusive team environment and showing concern for success and well-being
- Being productive and results-oriented
- Being a good communicator
- Supporting career development and discussing performance
- Having a clear vision for the team
- Having technical skills to advise the team
Notice how coaching isn't just on the list—it's at the very top.
Many managers treat coaching as a "nice to have" activity they'll get to after their "real work" is done.
Google's data suggests we have it backward.
Gallup's Confirmation
If Google's findings aren't convincing enough, Gallup's research provides even more compelling evidence. After surveying 1.2 million employees across nearly 50,000 teams worldwide, Gallup concluded that the difference between average and exceptional managers comes down to a coaching mindset.
The impact is staggering:
70% of the variance in team engagement is attributable to the manager's approach.
And this engagement directly translates to business outcomes:
- 23% higher profitability
- 18% greater sales
- 10% stronger customer loyalty
These aren't minor improvements—they're competitive advantages that can determine whether a business thrives or struggles.
The 4 C's of Coaching
So what does it actually mean to be a coaching manager?
It boils down to four core practices:
1. Curiosity
Great coaches are genuinely curious about their team members. They ask questions instead of making assumptions. They spend time understanding each person's unique strengths, challenges, and working style.
Curiosity is bi-directional: it's both about understanding yourself as a manager (your strengths, blind spots, and triggers) and understanding each team member as an individual.
Practical step: Schedule 1:1s where you ask more questions than you make statements. Focus entirely on the person in front of you, not on your phone or computer.
2. Connectivity
Coaching-oriented managers create connections—between people, ideas, and opportunities. They help team members build relationships across the organization that enable collaboration and innovation.
This connectivity extends beyond the immediate team to include other departments, external partners, and new ideas that can fuel growth and development.
Practical step: Map your team's relationship network. Where are the gaps? Who could benefit from being connected to whom? Make introductions that create value.
3. Candor
Feedback is the fuel of growth, but only when delivered with care and specificity. Great coaching requires radical candor—the ability to challenge directly while caring personally.
Most managers reserve feedback for when things go wrong, but recognition is equally important. Specific, timely praise for excellent work reinforces the behaviors that drive success.
Practical step: Next time you see something praise-worthy, be as specific in your recognition as you would be when giving constructive feedback.
4. Change Enablement
At its core, coaching is about transformation—helping people move from where they are to where they want to be. This requires understanding barriers to change and helping team members overcome them.
Practical step: Ask each team member: "What's one thing you want to improve this quarter? What might get in the way? How can I support you?"
Modeling Coachability
Perhaps the most overlooked aspect of being a coaching manager is demonstrating coachability yourself. Your team watches how you respond to feedback, how you approach your own development, and whether you're open to changing your mind.
Being vulnerable about your own growth areas creates psychological safety for others to acknowledge theirs. The most effective coaches don't position themselves as having all the answers—they're fellow travelers on the journey of continuous improvement.
Worth Considering
Which of these coaching practices comes most naturally to you? Which requires more intentional effort?
The beauty of a coaching approach is that it's not about adding more to your already full plate—it's about changing how you interact with your team during the time you already spend with them. It's about asking different questions, listening more deeply, and connecting people to resources rather than solving every problem yourself.
In a world where technical skills become outdated quickly and demands on teams continually shift, your coaching capability may be the most durable advantage you can develop—both for your team's performance and for your own career growth.
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