In today’s complex work environments, the role of a coach has become more important than ever. Leaders are being called to do more than manage. They’re being asked to guide, inspire, and support growth in others. At the heart of that support lies coaching. Done well, coaching builds self-awareness, drives accountability, and fosters real transformation. So, what does great coaching look like?

Start with Presence

Before you can effectively support someone else, you have to get yourself right. Great coaching starts with presence. That means being grounded, composed, and fully attentive. When a coach shows up centered and focused, they create a space where the coachee feels safe to explore challenges, take risks, and grow. It’s easy to think coaching is about sharing your knowledge or wisdom, but the first rule we share at Giant Leap Consulting is simple: it’s not about you. It’s about the person in front of you. Our job as coaches is not to insert ourselves into the conversation but to draw out the story, goals, and insights already inside the coachee.

Deep Listening and Powerful Questions

One of the greatest signs of respect you can show someone is to listen. Really listen. That means putting your full attention on what’s being said, what’s being avoided, and what’s not being said at all. Listening deeply sends a powerful message: you matter. From that place of presence and listening, coaching becomes about asking the right questions.

The best coaches don’t offer quick answers. They ask thoughtful, open-ended questions that help people discover their own best answers. That’s what makes the learning stick. It’s also what inspired the creation of Q Cards, a framework of powerful coaching questions that spark breakthrough thinking and real results. When I look back on my own coaching journey, I wish I’d had these cards when I was first starting out. They help coaches get to the heart of a conversation quickly and effectively. If you want to become a more effective coach, start by becoming more curious.

Support the Whole Person

Coaching is not just about solving problems. It’s about helping people become more self-aware, self-reliant, and self-confident. The journey inward is not always easy. It takes courage to look at one’s own flaws, patterns, and limitations. But that journey is where real growth happens. As coaches, we can serve as sherpas, walking beside people as they do the hard work of self-reflection. We don’t judge – we observe. We don’t fix – we ask. And we fiercely protect confidentiality so that the trust in the relationship remains strong and unshakable. Trust is the cornerstone of effective coaching. Without it, people won’t open up. With it, anything becomes possible.

Coach with Emotional Intelligence

A coach’s emotional intelligence often determines the depth of their impact. EQ means tuning into your own emotional state, recognizing patterns, and responding with empathy. It also means knowing when to push, when to pause, and how to meet people where they are. If your EQ is low, coaching will feel like a transaction. If your EQ is high, it becomes a transformational experience. But even too much EQ can have a downside if you lose sight of boundaries or begin to take on someone else’s emotional load. Striking that balance is key. And remember, perfection is not the goal. Coaches who embrace their own imperfections, who lead from a place of humility and connection, often build the strongest bonds and achieve the best results.

Get Started with Guidance

If you’re serious about becoming a better coach, I want to share something that has helped our team at Giant Leap Consulting. It’s a resource we use internally before any coach begins work with a client. It outlines our best practices for building trust, listening deeply, and asking the kinds of questions that unlock growth. Whether you’re just beginning your coaching journey or looking to deepen your practice, this is a valuable tool.

Download your free copy of the GLC Coaching Team Guidance and bring more purpose, clarity, and courage to your coaching.

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