ATD Blog

Coaching as a Catalyst for Change-Ready Leadership

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Let's examine five ways c oaching can transform change leadership.

Let's examine five ways coaching can transform change leadership.

Tue Apr 07 2026

Teamwork, project management, agile methodology. Two young business women in the office are working on a startup.

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As change accelerates and disruption abounds, leaders across all organizational levels need support to adapt faster, better, and stronger. Yet a glaring gap persists : While 61percent of leaders view managing change as mission-critical, only 36 percent feel they’ve been properly developed to do so. In addition, only 22 percent of employees said they received enough support in training, coaching , or tools to enable them to adapt to new ways of working.

As change accelerates and disruption abounds, leaders across all organizational levels need support to adapt faster, better, and stronger. Yet a glaring gap persists: While 61percent of leaders view managing change as mission-critical, only 36 percent feel they’ve been properly developed to do so. In addition, only 22 percent of employees said they received enough support in training, coaching, or tools to enable them to adapt to new ways of working.

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For talent development professionals, this isn’t just a training gap; it’s a systemic risk. Coaches play a vital role in closing skill gaps and reducing risk. By equipping leaders and teams with the confidence, capabilities, and insights needed to drive and sustain change, coaching becomes a dynamic catalyst for change readiness and organizational resilience .

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Here’s how the power of coaching can transform change leadership.

1. Rewiring Mindsets

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Change readiness requires the right mix of outlook and strategy. One of the biggest barriers to change leadership isn’t a lack of technical skill; it’s the persistence of outdated mental models. Common mindsets that undermine change readiness include beliefs such as "We’ve always done it this way” or “I have to protect my turf."

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Shifting from such “fixed” mindsets to growth mindsets allows leaders to ask for feedback , continuously learn from new information, and view obstacles as opportunities. This mindset also allows them to move themselves or their people into new, ambiguous roles with confidence, believing that with the right coaching and effort, they will grow into changing job requirements.

Shifting from such “fixed” mindsets to growth mindsets allows leaders to ask for feedback, continuously learn from new information, and view obstacles as opportunities. This mindset also allows them to move themselves or their people into new, ambiguous roles with confidence, believing that with the right coaching and effort, they will grow into changing job requirements.

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Examples . A legacy manufacturing firm was pivoting to a digital-first service model. The coach didn’t focus on teaching the change leader the new software; instead, she addressed the leader’s fear of losing “expert status.” By asking, “What story are you telling yourself about this shift?” or “What becomes possible if you don't have to be the smartest person in the room? ” the coach helped the leader reset limiting mental models, let go of the need for certainty, and become more confident about delegating authority.

Examples. A legacy manufacturing firm was pivoting to a digital-first service model. The coach didn’t focus on teaching the change leader the new software; instead, she addressed the leader’s fear of losing “expert status.” By asking, “What story are you telling yourself about this shift?” or “What becomes possible if you don't have to be the smartest person in the room?” the coach helped the leader reset limiting mental models, let go of the need for certainty, and become more confident about delegating authority.

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In another example, a Norwegian telecom integrated growth mindset principles and practices into all leadership development, coaching, and talent reviews. They also developed innovative workstreams to promote rapid prototyping, risk-taking, and learning from failure and experimentation.

2. Developing Human-Centered Skills and Habits

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Trust and transparency are the new currencies of effective change leadership. When John Furner became CEO of Walmart after 50 years with the organization, he focused on establishing employee relationships based on transparency and trust. His first order of business during the leadership transition was to invite questions, listen to employee opinions about their “pain points,” and act upon what was said.

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Coaches play a vital role in sensitizing leaders to the human impact of organizational change, helping them grow and model Furner-esque behaviors that foster psychological safety , the belief that it’s safe to take interpersonal risks without fear of retaliation. Teams with high degrees of psychological safety exhibit greater shared purpose, change agility, and willingness to challenge the status quo, which are essential qualities needed to thrive in disruption.

Coaches play a vital role in sensitizing leaders to the human impact of organizational change, helping them grow and model Furner-esque behaviors that foster psychological safety, the belief that it’s safe to take interpersonal risks without fear of retaliation. Teams with high degrees of psychological safety exhibit greater shared purpose, change agility, and willingness to challenge the status quo, which are essential qualities needed to thrive in disruption.

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Coaches also provide a safe place for change leaders to address their own “pain points” and challenges in balancing demands from above and below. After all, leaders cannot be expected to provide a safe environment for employees without having similar support for themselves.

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Example . In the pharmaceutical sector, senior leaders were coached to model human-centered behaviors that demonstrated empathy and invited employee engagement during tough conversations about the uncertainty of organizational changes. Leaders practiced “vulnerability as a strategy” by serving as mentors and coaches to small cohorts of managers to enable change readiness across all organizational levels.

Example. In the pharmaceutical sector, senior leaders were coached to model human-centered behaviors that demonstrated empathy and invited employee engagement during tough conversations about the uncertainty of organizational changes. Leaders practiced “vulnerability as a strategy” by serving as mentors and coaches to small cohorts of managers to enable change readiness across all organizational levels.

3. Growing Adaptability

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In many ways, adaptability is like a superpower for change leaders and their teams. Adaptability is the ability to adjust one’s approach or behavior in response to new, unpredictable, or changing circumstances. It involves a willingness to embrace change, learn from experiences, and apply new strategies or ideas to achieve better outcomes. It also requires a high degree of learning agility, the willingness to let go of what worked yesterday to embrace what is needed tomorrow.

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Coaches can help leaders grow and model their adaptability “muscles” through structured reflection and practice scenarios as well as through frameworks that show how to effectively manage themselves, their relationships, and their external circumstances. Coaching can also be leveraged to develop the adaptability of frontline leaders and individual contributors, building change-readiness from the ground up.

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Example: Consider Telus. They didn’t just coach the top tier; they democratized coaching across 70 percent of their workforce using self-directed social channels. This created a “peer-to-peer” coaching culture that allowed the entire organization to shift to virtual work and new service models faster than competitors.

Example: Consider Telus. They didn’t just coach the top tier; they democratized coaching across 70 percent of their workforce using self-directed social channels. This created a “peer-to-peer” coaching culture that allowed the entire organization to shift to virtual work and new service models faster than competitors.

4. Promoting Risk-Taking

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To survive and thrive in the new world of work, organizations and their leaders must be able to pivot and respond to changing, ambiguous circumstances where the outcomes of business decisions are often unknown. Navigating this landscape means that change leaders must be enterprising, open to seeking new ideas, and comfortable taking measured risks that may fail.

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Coaching provides a “safe-to-fail” environment for purposeful practice, self-reflection, and action learning. For instance, real-time or AI-based coaching simulations allow leaders to practice “difficult conversations” or “empathetic listening” in low-stakes environments. Coaches might also run a “Pre-mortem Drill” with leaders: Imagine our new product launch has failed six months from now. Why did it happen?

Coaching provides a “safe-to-fail” environment for purposeful practice, self-reflection, and action learning. For instance, real-time or AI-based coaching simulations allow leaders to practice “difficult conversations” or “empathetic listening” in low-stakes environments. Coaches might also run a “Pre-mortem Drill” with leaders: Imagine our new product launch has failed six months from now. Why did it happen?

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Example: To disrupt “failure fixations” and promote “out of the box” thinking in a hierarchical organization, the U.S. Marine Corps used coaching, training academies, simulations, guided exercises, and annual Innovation Summits to help leaders get in the habit of seeing multiple, viable courses of action in strategic and tactical situations.

Example: To disrupt “failure fixations” and promote “out of the box” thinking in a hierarchical organization, the U.S. Marine Corps used coaching, training academies, simulations, guided exercises, and annual Innovation Summits to help leaders get in the habit of seeing multiple, viable courses of action in strategic and tactical situations.

5. Managing Fatigue and Burnout

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With leaders experiencing 56 percent more disruptive change than employees, they are significantly more vulnerable to change fatigue and burnout . Coaches can help managers examine biases and risks of a “hustle” or “grind” mentality for themselves and their teams. They can also help leaders prioritize rest and recovery as essential to personal effectiveness, well-being, and maintaining peak performance.

With leaders experiencing 56 percent more disruptive change than employees, they are significantly more vulnerable to change fatigue and burnout. Coaches can help managers examine biases and risks of a “hustle” or “grind” mentality for themselves and their teams. They can also help leaders prioritize rest and recovery as essential to personal effectiveness, well-being, and maintaining peak performance.

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This may include coaching leaders to set personal and professional boundaries (e.g., “no-email Fridays” or no meeting days), take available vacation days, or establish planned “down times” to enable deep thinking and reflection. Coaches can counter resistance by leveraging the business case for rest and recovery, which shows that leaders who prioritize values and habits in support of well-being have higher performance, better change outcomes, and increased ability to attract and retain talent.

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Examples . Novo Nordisk, a pharmaceutical company, equips managers of stressed teams with well-being coaching and training and access to organizational psychologists. In another example, coaches canhelp leaders shift from “monitoring tasks” to “monitoring energy” as a change leader. For instance, a coach might prompt a leader to ask their team: “On a scale of 1-10, how ready are you to tackle a new priority today?”

Examples. Novo Nordisk, a pharmaceutical company, equips managers of stressed teams with well-being coaching and training and access to organizational psychologists. In another example, coaches canhelp leaders shift from “monitoring tasks” to “monitoring energy” as a change leader. For instance, a coach might prompt a leader to ask their team: “On a scale of 1-10, how ready are you to tackle a new priority today?”

The Payoff

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Organizations that integrate coaching—external experts, internal mentors, or AI-enabled tools—into their change strategy have reported the following benefits:

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Faster project rollouts and fewer budget overruns
Faster project rollouts and fewer budget overruns
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Lower “regrettable turnover” because employees feel supported, not just managed
Lower “regrettable turnover” because employees feel supported, not just managed
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Managerial excellence. Employees who report to effective manager-coaches are significantly more engaged and less likely to leave.
Managerial excellence. Employees who report to effective manager-coaches are significantly more engaged and less likely to leave.

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In a landscape defined by constant churn and change, coaching has proven essential for building effective change leaders and fortifying an organization’s change readiness. How are you using coaching to shape change readiness in your organization?

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