As expectations rise and customer interactions become more complex, coaching is under more pressure than ever. Organisations want to develop capability faster and support confident performance in a world where advisors have more information, more systems and more emotional load than ever before. Yet the crucial question is not “How do we coach?” but “What is coaching actually for?” Too often, coaching becomes a corrective task, a follow-up to QA or an activity squeezed between competing priorities. At its best, coaching is none of these. It exists to build capability, strengthen confidence and help people think more effectively
for themselves. Until we challenge outdated assumptions, coaching cannot deliver its full value. A reset is needed.

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