I’ve sat in enough boardrooms, classrooms, and breakout rooms to notice a pattern: the moment the word “coaching” comes up, people tense up. Leaders assume it requires certifications, thick manuals, and expert-only jargon that sounds impressive but feels detached from real work. Employees brace themselves for something heavy, formal, and time-consuming. Somewhere along the way, we turned coaching into a complicated ritual. It was never meant to be one.

At its core, coaching is simply a conversation that helps someone think and act better. That’s it. It’s not therapy, it’s not a performance review, and it’s certainly not a once-a-quarter sit-down involving slides and scores. It is a human exchange focused on clarity. When we forget that, we hide behind frameworks that look smart but rarely get used when they actually matter.

I’ve seen leaders trained in advanced coaching models that take hours to explain and months to practice. They can draw the diagrams and quote the authors, but when a team member misses a deadline or shows up disengaged, those same leaders freeze. They say, “I’ll schedule a coaching session next week,” but next week never comes. The moment passes. The behavior repeats. The opportunity to course-correct is gone.

The irony is that the best coaching moments are usually unplanned. They happen in hallways, over coffee, or during a quick call. Ten minutes is often enough; sometimes even five. What matters is not the elegance of the framework, but the clarity of the conversation.

Over the years, I’ve leaned on a simple flow that works whether you’re coaching a frontliner or a CEO. It doesn’t require special language, and you don’t need to announce that you’re “doing coaching now.” You just talk.

First, describe the situation and the behavior. No opinions, no labels—just facts. What happened, and what was observed? “In yesterday’s meeting, you interrupted the client several times while she was explaining her concern.” That’s it. No judgment, no story. Just reality on the table.

Then, explain the impact. Why does it matter? Who does it affect? This is where meaning comes in. “When that happens, the client feels unheard, and it makes it harder to build trust. We lose momentum.” People don’t change because they’re told they’re wrong; they change when they see the consequences of their actions.

Next, ask for perspective. This is the part many leaders skip in a hurry. Ask anyway. “How did you see that moment?” or “What was going on for you then?” You might hear something you didn’t expect—pressure, confusion, or a different interpretation. Even when you disagree, listening changes the tone. It turns a lecture into a dialogue.

Finally, agree on the next step. One clear action. Not a long-term plan or a list of promises—just the next move. “Next time, can you let the client finish before responding?” Close with clarity so you both walk away aligned.

That’s the whole flow. No jargon, no certification required. And yes, it works.

This approach respects time. Waiting for a perfect one-hour coaching slot often means nothing happens at all. A ten-minute conversation today beats a beautifully designed session that never happens. Coaching should live inside the work, not outside it.

I’ve seen this work with senior executives who don’t need more theory; they need someone to reflect back what’s happening and ask the right question at the right moment. I’ve also seen it work on the shop floor. The context changes, but the human dynamics don’t.

We also tend to forget that coaching isn't about being “nice”; it’s about being clear. Simplicity does not mean softness. You can be direct and respectful at the same time. In fact, most people prefer it. Ambiguity creates anxiety. Clear coaching, even when uncomfortable, builds trust.

When coaching becomes overly complex, it becomes optional. When it’s simple, it becomes part of how leaders lead. You don’t need a quiet room, a notebook, or permission. You just need the courage to speak plainly and listen honestly.

The best leaders I know coach all the time without calling it that. They notice behavior, discuss impact, ask questions, and agree on next steps. Then they move on. Over time, those small conversations compound. Performance improves, relationships strengthen, and accountability becomes normal rather than dramatic.

We should stop intimidating leaders with the idea that coaching is a specialized skill reserved for experts. It is a basic leadership habit. If you can observe, explain, ask, and agree, you can coach. It should be simple enough to do anywhere, anytime—especially when it matters most.