Laurel 00:00

It takes a while and it says we're live. Awesome. So good to be here. Welcome to our leader as 
coach, premier coaching panel discussion. Today's expert panel is being offered to give leaders 
and managers access to expert insights on leading with a coaching edge. Our panelists with me 
today are Michael Tucker, 
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the senior partner at the Institute for Integrative Intelligence. Michael's a PCC-level coach and 
an ICF-certified executive and team coach. He's also a consultant, author, and speaker 
committed to the acceleration, advancement, and conscious evolution of our human family. I 
also have with me Dr. Kristen Truman Allen. Dr. Kristen is a senior faculty at the Institute here. 
She's an executive coach bringing her experience as executive leader, emergency nurse, Outward Bound expeditionary leading, instructor, and organizational development professional into her coaching practice. She brings all of that. And I also have with me Love Odie Kumi. Love is a culture coach for leaders and teams, where she bridges silos and ignites impact. She's a professor, conflict mediator, and former Ivy League Dean and lawyer. As you can tell, we have this amazing, rich group of coaches with us. Welcome, everyone, and thank you so much for being here with me today for this really important topic. And as I brought forward the title Leader as Coach, let's dive right in. How are 
you defining coach-like leadership? 

I'll jump in. I really think of leaders as influencing change through other people. A coach-like 
leader has an opportunity to empower and engage others by evoking their wisdom, their style, 
their knowledge, their innovation, and their personal power into whatever work is being done. 
I love that. And it's interesting because how I define it is very similar. For me, Coach-like leaders 
create leaders. It’s an integration of different leadership competencies with a focus on coaching 
skills. But at the end of the day, it’s really about inviting everyone connected to this leader to 
access the leader within themselves. And it's done fairly through inquiry, which is one of the powerful things about coaching methodologies. So very similar to your perspective, Dr. Kristen. 

When I think of coach-like leadership, it takes me back to my first coaching experience as a 
professional and why that was incredibly beneficial. I had experienced leadership that was trying 
to replicate or copy-paste their style onto how I was showing up. This wasn’t necessarily aligned with my voice, my values, or my identity. A coach-like leader 
recognizes the uniqueness of each individual and guides them in a way that honors their 
inherent strengths. They create psychological safety, ensuring that talent is nurtured rather than 
forced into a mold. 

A coach-like leader has patience, humility, and the ability to guide with emotional intelligence, 
rather than imposing a predefined framework. It’s about supporting someone’s personal and 
professional evolution, not just dictating what they should do. 
I love that. And given the challenges leaders face today, how do you think coach-like leadership 
can help in navigating organizational challenges? 

There are so many different ways. A coach-like leader needs to assess what specific leadership 
skills are required at a given moment. Sometimes, it means tapping into the wisdom of the team, 
other times it may require a more directive leadership style. 
A strong coach-like leader is also a situational leader. They adapt based on the environment, 
ensuring they are not just reacting but proactively guiding their teams in alignment with 
leadership best practices. 

That situational leadership speaks to me a lot. A truly adaptive leader understands that 
leadership is fluid. It requires the ability to zoom in and out, moving between coaching 
conversations and broader strategic leadership decisions. 

A coach-like leader is not passive. If we transfer coaching language into other areas, such as 
sports coaching, we see that a coach plays many roles—supporter, strategist, and sometimes 
the one who challenges individuals to reach peak performance. 
Yes, and I want to add the empowerment-driven aspect of coaching. A great leader elevates 
people beyond their perceived limitations. A coach-like leadership approach is about helping 
people recognize and reach their fullest potential. 

Absolutely. Leaders often carry a tremendous amount of responsibility. That saying, "it's lonely 
at the top," is true for many. But when leaders embrace coach-like leadership, they delegate 
more effectively, fostering a coaching culture within the organization. 
One of the biggest benefits I’ve seen in organizations is that when coach-like leadership is 
present at both an individual coaching and team coaching level, it nurtures trust and fosters 
psychological safety. When employees feel supported and heard, they become more open to 
learning and collaborating, which leads to a high-performance coaching culture. 
That’s such a powerful insight. And what about succession planning? How does coach-like 
leadership contribute to long-term leadership development? 

A coach-like leader naturally develops future leaders. One of the biggest challenges 
organizations face is succession planning. Leaders who are not developing the next generation 
of leadership create bottlenecks that hinder long-term success. 
When a coach-like leader cultivates a team of high-potential employees, they create a clear 
path for career advancement. Organizations with a coaching culture have a much easier time 
promoting from within, ensuring continuity and innovation. 

That’s a great point. Another key benefit I’ve observed is the reduction of stress. Leaders who 
think they must handle everything themselves often experience burnout. A coach-like leader 
builds a support system, empowering others to take ownership, which lightens their load and 
leads to a more sustainable leadership model. 
Yes! And I also see that coach-like leaders tend to have a more holistic leadership approach. 
They balance work-life integration, mental well-being, and strategic decision-making more 
effectively. This not only benefits the leader but the entire team dynamic. 
Exactly. And looking at the qualities of coach-like leaders, what do you think are the key traits 
that make them successful? 

There are so many. But if I had to rank one at the top, it would be listening skills. A coach-like 
leader listens deeply—to themselves and others. 
A great leadership coach listens to understand, rather than simply respond. They create space 
for reflection, which is crucial in coaching conversations. 
Yes, and I’d also add emotional intelligence and adaptability. Being able to adjust based on the 
situation is key. Leadership isn’t about applying a one-size-fits-all approach. It’s about 
understanding organizational culture, individual motivations, and team dynamics. 
Absolutely. When a leader listens deeply and adapts effectively, they foster a coaching culture 
where leadership development happens organically. 

This conversation has been so rich. As we wrap up, any final thoughts on how leaders can 
begin incorporating coach-like leadership into their work? 
Start small. Coaching skills don’t need to be applied all at once. Leaders can begin by asking 
powerful questions, actively listening, and creating a culture of feedback. 
When leaders prioritize coaching methodologies, they naturally build stronger, more resilient 
teams, which leads to greater business success. 

That’s a perfect note to end on. Thank you all for sharing your wisdom today! 
Like, was like, do we actually understand what I'm saying? Like, slow down and let's go through 
that again. So being able to listen and really tune in can be so powerful. 

Well, I want to bring back something Love said earlier. I don't think I'll say it is divine. But the 
listening connected to being able to see what's going on in the whole organization in addition to 
what's going on with the person in front of you, in addition to what's going on for me as the 
leader and listening deeply on all of those levels and that ability to, I mean, we can call it 
emotional intelligence, self-awareness, or organizational wellness. 

Relationship management, whatever those pieces are, but that also links us to some ownership 
of what am I bringing that's contributing or not contributing and listening to that on a wisdom 
level also. Tied into what you're saying there, Kristen, is this whole idea of presence. There's 
been this... big move in leadership around developing leadership presence or executive 
presence. And when I think about that, a leader that owns this quality deeply understands how 
the energy that they're bringing into the room is impacting the whole room and will ultimately 
impact the decisions that are made in that room, which could potentially ripple throughout the 
globe, depending on where the leader sits within an organizational leadership structure. So 
really being present to that, understanding the energy that’s moving inside of them, Love, you 
talked about knowing what’s going on inside of you first and foremost, but also how that’s 
affecting other folks because I will tell you, I have seen people come from a place that’s really, 
really, really not centered or aligned and the results have been catastrophic. And on the other 
side of things, I’ve seen leaders who practice self-awareness and mindfulness. They know that 
in difficult moments, they need to ground, they need to center. And so they bring that into the 
conversation. They bring that into the room. And as a result, it’s as if the energy and the hearts 
of everyone in the room harmonize with that. And then they create from that space. 

Yeah. And I wonder if that connects back to self-coaching. It can, right? If we can be present to 
the self as leader, what Love was saying. 

Yeah, we have a whole class on deep listening, holding space, and presence—right? Those are 
core coaching skills. One of the most brilliant aspects of coaching methodologies is learning 
how to tune into what’s not being said.
 
That is so key for leadership coaching. 

And if—yeah, sorry, Michael, you were saying something. No, I was just saying that’s a 
superpower. 

Yeah, it really is. I think, I don’t know why the words transactional leadership and relational 
leadership are coming to mind right now. A leader’s ability to listen to the organization, listen to 
their own needs, and balance the tension between performance goals and team coaching is 
crucial. 

It’s human to feel pressure—especially when navigating leadership development challenges. 
There’s an urgency to get things done. But I think there’s some deep and very real work for 
leaders to find that balance—when to invite curiosity and collaboration and when to make firm 
decisions. 

Sometimes, leaders feel they need to coach employees when really, they need to be directive. 
And in those moments, a coach-like leader still demonstrates leadership agility by 
acknowledging when coaching fits the moment and when decisive action is needed. 
Yeah, that’s pretty insightful. It makes me think about adaptive leadership—how leaders need to 
balance urgency with coaching conversations to ensure both performance and engagement. 
So how about results? What kind of results have you seen come to life in the workplace 
because of coach-like leadership approaches? 

Wow, I mean, so many. Where do we even begin? One leader I coached was implementing an 
employee stock ownership plan (ESOP). Through coaching, her second-tier leadership team 
significantly stepped up, launching new divisions and achieving record-breaking sales. This is 
what happens when leaders create leaders. 

Kristen, what about you? 

Yeah, engagement 100%. A coach-like leader can elevate team engagement, leading to higher 
retention, lower turnover, and increased productivity. It fosters psychological safety, which fuels 
performance even in high-pressure situations. 

That’s such a great insight. I also think about how coach-like leadership supports succession 
planning and leadership pipeline development. Leaders who embrace coaching empower future 
leaders, making organizational transitions smoother and ensuring longevity. 
Yes! And another huge benefit is stress reduction. Leaders who take on everything alone burn 
out quickly. A coaching leadership style distributes responsibility and develops high-performing 
teams. 

Exactly! It leads to organizational resilience, especially during times of change or crisis. Those 
who invest in leadership coaching develop the agility to navigate challenges effectively. 

So, as we wrap up, what message do you have for leaders looking to embrace coach-like 
leadership? 

It takes work and time. Developing coaching skills isn’t always intuitive, but it’s a game-changer. 
Just like any skill, it improves with practice. Invest in coaching education, and don’t be afraid of 
discomfort—it’s part of the growth process. 

I love that. And I’d add that many leaders think they’re naturally great coaches, but data often 
says otherwise. Getting certified in coaching methodologies is a huge differentiator. 

Yes! And once you develop these skills, they stay with you for life, enhancing both leadership 
effectiveness and workplace culture. 

Before we wrap up, here are five steps for those looking to embrace coach-like leadership: 
1. Learn the distinctions between coaching, consulting, mentoring, and advising. Knowing 
when to coach and when to lead is essential. 
2. Get trained in Level 1 coaching skills. The ICF Level 1 framework is perfect for leaders 
who want to integrate coaching into their existing roles. 
3. Seek mentorship and feedback. Work with ICF-certified coaches to refine your skills. 
4. Apply coaching techniques in real-time. Test what works, adjust, and hone your craft. 
5. Enjoy the process! The more comfortable you become with coaching strategies, the 
more effortlessly they integrate into your leadership style. 

And with that, let’s wrap up. Where can people find your work? 
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Love: You can find me at unsilored.org and on LinkedIn. We focus on leadership development, 
organizational coaching, and culture transformation. 
Michael: I’m at TuckerCoaching.net and, of course, with The Institute for Integrative Intelligence. 
Also, if you’re in Saudi Arabia soon, look me up—I’ll be there for a year! 
Kristen: You can find me at pulpLeadershipCoaching.com or on LinkedIn. We focus on 
executive coaching and leadership transformation. 
Laurel: Amazing! Thank you all for this powerful discussion. To our listeners, we hope this 
inspires you to bring coaching leadership into your work! 

To me, leadership to me is an extreme sport. Leadership success also requires three factors.

1. Knowing the external principles at play.
2. Being well equipped with a solid team (akin to having good gear).
3. A secure knowledge of your internal landscapes.

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Yet, without the last factor, the other two factors fall short.External principles, provisions, and teams are nothing compared to knowing the internal principles at play within you. Until you tap into the internal, the external can quickly fall flat, and no number of classes can help.
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​This year, we will take you on a journey of integration. We are walking into your inner landscape so that you walk away with secure self-knowledge, which will equip you to elevate those around you and tap into your own S-Factor. Success starts with the Self. To start the journey, we explore the eight dimensions of full integration at a pace of one per month. We call these the Eight Domains of Human Potential. Each domain is a key dimension that opens the doorway to your potential.