Coaching overview Introduction
As a team leader, one of your key responsibilities is to support the development of others. This does not always require formal training sessions or structured performance processes. Often, the most effective development happens through purposeful, well-structured conversations.
Informal coaching is a practical leadership approach that helps individuals reflect, identify solutions and take ownership of their professional growth. This guidance introduces the principles of informal coaching and explains how it supports both team development (S4) and an inclusive, respectful culture (B2).
What is informal coaching?
Informal coaching is a structured conversation that helps someone think clearly about a challenge, identify options and commit to action.
It is:
• Focused on development
• Led through questioning rather than telling
• Collaborative rather than directive
• Forward-looking and solution-oriented
It is not:
• A performance warning
• A disciplinary meeting
• A formal appraisal
• Counselling or therapy
Informal coaching conversations are typically short, focused and embedded within day-to-day leadership practice.
Coaching, mentoring and directing
As a team leader, you may use different approaches depending on the situation.
Coaching
Supports someone to think through their own solutions using questions and reflection.
Mentoring
Shares experience and advice based on your own knowledge.
Directing
Provides clear instruction about what must happen next.
Effective leaders use all three approaches appropriately. Coaching is particularly useful when the aim is to build confidence, independence and professional capability.
Why coaching matters in your role
Informal coaching helps you to:
• Identify and support development needs within your team
• Improve confidence and performance
• Encourage accountability and ownership
• Address small issues before they become larger concerns
• Promote reflective practice
Coaching also contributes to a positive team culture. When colleagues feel heard and respected, they are more likely to engage, contribute and develop professionally.
Coaching and inclusive leadership
Effective coaching aligns closely with inclusive leadership behaviours.
When coaching, you should:
• Treat colleagues fairly and with respect
• Avoid assumptions about motivation or ability
• Use neutral and professional language
• Encourage different perspectives
• Listen actively without interrupting
• Create a safe space for honest reflection
Inclusive coaching strengthens trust within your team and supports a culture where individuals feel valued and supported.
When to use coaching
Coaching is most appropriate when:
• A team member wants to improve performance
• Someone is developing a new skill
• A colleague is facing a professional challenge
• You want to encourage reflection and ownership
• The issue requires thinking rather than instruction
When coaching may not be appropriate
Coaching is not suitable when:
• Clear instruction is required for compliance or safety
• There is a safeguarding concern
• There is serious misconduct
• Immediate corrective action is required
In these situations, directing or formal processes may be more appropriate.
The aim of informal coaching
The purpose of coaching is not to provide answers, it helps others generate their own
It is to:
• Support clearer thinking
• Build professional confidence
• Encourage solution-focused dialogue
• Agree practical next steps
As a team leader, your role is to guide the conversation, not dominate it.
Moving forward
The following resources introduce the GROW model - a recognised coaching framework - along with exemplar questions and a practical template to help you structure your conversations.
Used consistently and thoughtfully, informal coaching can become a powerful part of your everyday leadership practice.