It’s performance review season.
Leaders are about to be in conference rooms — in person or virtual — delivering feedback. Employees are waiting to see how they’re measured; many of them may be terrified by now, and organizations are hoping the process will inspire growth and achieve their annual results.
In reality, some companies go through the motions just because HR said so — and I hope you, reading this, are not in that bucket.
Let’s be honest: too often, performance management feels like a rearview mirror exercise. We evaluate the past, but we don’t always equip people for the future.
That’s where coaching changes everything. And it does not need to be complicated.
Here’s a story.
I once worked with a leader who had been “volunteered” by their manager for coaching after a tough review cycle. On paper, it made sense: strong potential, but gaps were holding them back. The problem? They weren’t ready.
They showed up polite but guarded, waiting for it to be over. The pain was clear on their face every single session — it was like being sent to be punished. Unsurprisingly, little changed.
I won’t lie — in real life, it can feel like a waste of time. Plates are piling. Hours are short. And yet you’re expected to think about coaching?
Think this way: coaching isn’t a checkbox or corrective action — it’s a partnership. It only works when the person is willing to own the process and when all involved are ready to take the time to do it.
If you put the work — because you know I’ll never lie to you — it really changes things. It takes time, like every change in habit. And then, when you can’t even notice, what was a “waste of time” is now saving you time.
Here is what I’ve seen happening repeatedly after companies empower their leaders on how to coach:
· Leaders became more confident in delivering both tough feedback and positive recognition.
· Leaders felt empowered to make difficult team decisions, acting faster and more decisively with HR support.
· Employees became less guarded, which made them more open to listening, contributing, and engaging in meaningful conversations.
· Increased transparency and communication reduced errors, delays, and miscommunication, as people felt less pressure from imposed targets.
· Turnover declined because leaders and employees addressed potential issues early and developed key skills proactively.
Those were the moments when coaching transformed feedback into performance. And, financial results.
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Here’s the truth: coaching is not about fixing people after a bad review.
It’s about unlocking what’s already there — strengths, ideas, untapped potential.
It is a powerful tool for leaders.
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A good coach helps people see patterns that hold them back, reframe challenges, and turn feedback into forward motion.
And make no mistake — it’s work. It takes time, consistency, and patience. Coaching is not just an inspiring conversation. It’s reflection, commitment, and action. It’s uncomfortable at times. But it’s also where real growth happens.
As you prepare for year-end conversations, ask yourself:
- Are you only reviewing performance, or equipping people to improve it?
- Are you giving feedback as a one-time event or creating space for ongoing coaching?
- Are you using the review to close a chapter or to open a new one?
Because at the end of the day, performance management measures the past. Coaching shapes the future.
If you’re ready for your team to move beyond scores and ratings, coaching can turn feedback into forward motion. It helps people take real ownership of their growth, set meaningful goals, and develop habits that stick. It also saves you money while increasing your company's results.
What is your current coaching approach? Share your advice. It can be in a comment or in a private message. I'd love to hear how you're preparing for your reviews with your teams.
Take care, Tati.
