Dr. Carylynn Kemp Larson highlights an often-overlooked element of building a coaching culture: the role of employees. While many organizations focus on training leaders to coach, she argues that coaching is most effective when employees also understand how to recognize, engage in, and actively prompt coaching conversations.

She explains that coaching differs from advising or mentoring by focusing on helping individuals think for themselves rather than providing direct answers. Leaders use key skills—such as deep listening, asking powerful questions, and sharing insights without directing—to guide employees toward their own solutions. However, for coaching to work, employees must resist the urge to seek quick answers and instead engage thoughtfully, reflecting on their own perspectives and possibilities.

Dr. Larson also encourages employees to take initiative by inviting coaching when they need it, positioning their leaders as thought partners rather than problem-solvers. Ultimately, she emphasizes that organizations see the greatest impact when coaching is a shared responsibility—creating more meaningful conversations, stronger development, and a more effective, empowered workforce.