The Real ROI of Coaching-Centered Leadership

At many organizations, the term coaching is treated like a luxury item, reserved for top executives, high-potential leaders, or the occasional HR intervention when someone is on the verge of losing their job. But here’s the truth: if coaching is only available to your executive team, you’re doing it wrong—and leaving a ton of value on the table.

In the latest episode of What’s the DEIL?, Natalie and Shanté from The Norfus Firm unpack the true value of coaching-centered leadership and why it should be embedded into your culture at all levels—not treated like a last resort or an elite development perk.

Coaching Isn’t Just Correction

Let’s start with the basics: coaching is not the same as feedback or performance management. When done right, it’s not about “fixing” someone. Coaching is a structured, intentional partnership where the goal is greater awareness of self, of others, and of the choices we make. A great coach doesn’t lead with advice. They lead with questions. They reflect. They listen. They challenge.

In a world where managers are often overwhelmed and employees are burnt out, coaching-centered leadership is one of the few tools that can actually cut through the noise. It allows people to pause, reflect, and choose a different way forward.

The Executive Coaching Trap

So why does coaching stay locked up in the executive suite?

Part of it is perception. Coaching has long been considered a “perk” something reserved for people on track for the C-suite or already holding the title. When companies bring in external coaches, they usually focus on grooming someone for a promotion or smoothing out the rough edges of someone already high up. It’s a way to polish, not build.

But that approach misses the bigger picture.

Your frontline leaders, mid-level managers, and high-performing individual contributors are the backbone of your organization. They execute strategy, drive collaboration, and shape the day-to-day employee experience. And yet, they’re the ones least likely to get access to coaching support.

It’s a missed opportunity and an equity issue.

Coaching Shouldn’t Be Punitive

The worst way to introduce coaching? After a workplace investigation, as a condition of continued employment. Shanté and Natalie share stories about being brought in after a leader has crossed a line when HR has already lost faith, and the employee is just trying to survive long enough to find another job.

At that point, coaching isn’t coaching. It’s damage control.

If someone’s not willing to grow, or not even aware there’s an issue, the coaching relationship becomes one-sided. You spend more time convincing them why they’re in the room than actually coaching. That’s not development. That’s delay. And it costs everyone—time, money, morale.

Coaching Is Inclusion in Action

One of the most powerful arguments for democratizing coaching is its impact on inclusion.

Think about what coaching asks you to do: get curious. Ask thoughtful questions. Listen without judgment. Meet people where they are.

That’s not just good leadership—that’s inclusive leadership.

When coaching is available only to a select few, you’re reinforcing inequity. But when it’s embedded across the organization, it becomes a tool for culture transformation. It helps people feel seen, heard, and valued. It builds psychological safety. It shifts conversations from “What did you do wrong?” to “What could you do differently next time?”

It’s also a critical skill set for people managers—especially those leading across lines of difference. Coaching equips them to engage with diverse perspectives, handle hard conversations with care, and lead through uncertainty with empathy.

Leadership Is Not a Title

One of the most important insights from the episode is this: being a manager and being a leader are not the same thing.

Managers hold formal power. They have direct reports. They run teams.

But leaders? Leaders show up everywhere. They ask questions no one else is asking. They anticipate needs. They offer solutions. They create clarity in chaos—even if they’re not the ones signing the checks.

Shanté and Natalie point to their own team member, Stephanie, as a perfect example. Stephanie isn’t in the C-suite. She’s not managing a big department. But she takes initiative. She anticipates what’s needed. She moves with integrity and consistency.

That’s leadership. And it’s exactly the kind of leadership coaching can help cultivate—if we stop assuming it only belongs to executives.

Yes, Coaching Has an ROI

If you’re a business leader, you’re probably still wondering: where’s the return?

Let’s break it down.

• Lower turnover: Employees who feel seen and invested in are more likely to stay. And replacing an employee costs an estimated 6 to 9 months of their salary—not to mention lost productivity and team disruption.
• Better feedback culture: Coaching helps leaders give and receive feedback more effectively, which reduces tension and misunderstandings. It keeps small issues from becoming full-blown conflicts.
• Increased productivity: When employees are clear about their role and how they add value, they move faster and with more confidence.
• Stronger DEI outcomes: Coaching reinforces inclusion and helps leaders uncover their own blind spots, making them more effective at leading across differences.

And here’s the kicker: most of the conflict that turns into formal complaints, investigations, or even lawsuits? It stems from bad communication and poor management—two things coaching directly improves.

So How Do You Make It Real?

If you’re ready to build a coaching-centered culture, here’s where to start:

1. Understand your current culture. Do you even have a feedback culture? Or are you operating in what Natalie and Shanté call “nasty nice”—where everyone is polite but no one is honest?
2. Start with readiness, not hierarchy. Don’t just look at org charts. Ask: Who is ready to grow? Who has leadership potential, even if they’re not managing yet?
3. Train your people managers to coach. Not everyone needs an executive coach—but every manager should know how to ask a good question, listen actively, and guide someone to a better outcome.
4. Make it part of the day-to-day. Coaching shouldn’t only happen in monthly one-on-ones or quarterly reviews. Build the skills into how people interact across the org—peer to peer, manager to direct report, cross-functional teams.
5. Get help from the pros. Building a coaching culture isn’t something you do overnight. It takes intention, structure, and expertise. Hire certified coaches. Invest in the systems that support growth. And make sure your leaders are leading with clarity, not just charisma.

Final Word: Stop Slapping Solutions on Top of Chaos

Throwing coaching at a broken culture won’t fix anything. But when it’s part of a larger people strategy—rooted in inclusion, curiosity, and equity—it can be transformative.

If you’re serious about culture, performance, and long-term retention, it’s time to stop seeing coaching as a perk. It’s a practice. A mindset. A leadership muscle your entire organization should be building.

And if you’re not sure where to start? You know who to call.

Connect With Us

If you found this discussion compelling, we invite you to connect with us further. Here are some ways to stay in touch:

• Follow Natalie Norfus on LinkedIn
• Follow Shanté Gordon on LinkedIn
• Book a consultation with The Norfus Firm
• Follow What’s the DEIL on Instagram and TikTok