Coaching shouldn't be non‐directive – or even directive: really responding to needs

The purpose of this paper is to provide an antidote to the supposed divide between directive and non‐directive coaching.

The article is based on work done in a variety of organizations as well as published sources. The paper quotes published work as well as personal experience.

There is an alternative to the directive/non‐directive debate. Coaches need to be clear about the person they are working with and the problems they face before offering or pointing to solutions to these problems.

The article has real practical implications for leaders/managers, coaches and learning and development professionals. The model discussed within it provides a secure basis on which coaches can offer a real service to clients.

The article will be of value to managers and learning specialists/coaches as it raises important issues about the need to take a realistic view about coaching practice.