By Amanda Wilkie.
The accounting profession is all about numbers, deadlines and meeting client expectations, so “coaching” can sound a bit… soft. But if your firm wants to retain top talent, build a stronger bench and improve team performance across the board, you can’t afford to treat coaching as an optional add-on. It needs to be part of your culture.
Let’s break down what that means and, more importantly, how to make it happen.
Coaching vs managing vs mentoring
The terms coaching, managing and mentoring get tossed around like they’re interchangeable, but they each serve a different purpose.
- Managing is about outcomes. You assign tasks, set expectations, monitor progress and hold people accountable. It’s directive and necessary. A manager might say, “Here’s what I need you to do and when I need it done.”
- Mentoring is about sharing wisdom. A mentor is typically someone more experienced who provides guidance, insight and perspective based on their own path. A mentor might say, “Here’s how I handled something similar early in my career.”
- Coaching is about asking instead of telling. It’s focused on helping someone develop their ideas, overcome challenges and grow their potential. A coach says, “What do you think is the best approach here?” and really listens to the answer.
In other words, coaching isn’t fixing, micromanaging or giving all the answers. And that’s exactly why it works.
Why coaching matters
At its core, coaching strengthens your leadership effectiveness. It builds trust, improves performance and creates a workplace where people feel empowered, not just instructed.
In today’s talent market, that matters a lot.
According to the Institute of Coaching at McLean Hospital:
- 80% of people who receive coaching report increased self-confidence
- 70% benefit from improved work performance, relationships and communication skills
- 86% of companies report they recouped their investment in coaching and more
Firms that build coaching into their leadership style improve employee retention, problem-solving, firm culture and client outcomes. Because when your team is stronger and more engaged, clients notice. You can’t separate employee experience from client experience.
What does a coaching culture look like?
A coaching culture doesn’t mean every conversation turns into a TED Talk. It means coaching becomes part of the rhythm of how you lead.
- Leaders ask more and tell less
- Feedback is frequent, not just during review season
- Teams are encouraged to bring solutions, not just problems
- Coaching conversations are embedded into regular check-ins, not just reserved for high-potential employees or underperformers
It’s also important to recognize the difference between firm culture and team culture. You may not be able to overhaul the entire firm’s culture overnight, but you can create a coaching culture within your circle of influence: your department, your team or your direct reports.
Start with strengths
One practical entry point to coaching is strengths-based development. When you help people discover and build on what they do best, they’re more engaged, confident and productive. Remember, you’re not molding people into clones of yourself; you’re helping them become the best version of themselves.
As a leader, ask:
- Do I know what motivates each member of my team?
- Am I reinforcing their strengths or only pointing out gaps?
- Have I made space for them to reflect, grow and take ownership?
Culture happens by design or default
Whether you realize it or not, your team already has a culture. The question is whether it was built intentionally or left to evolve on its own.
If you want a culture of growth, resilience and collaboration, coaching must be part of the blueprint. That means carving out time to coach. It means building a rhythm where check-ins aren’t just status updates; they’re opportunities to ask better questions and listen for what your team really needs.
Here’s how you can start building a coaching culture in your firm today:
- Shift your mindset. Coaching is not about having all the answers. It’s about creating space for others to find theirs.
- Start small. Integrate coaching into your one-on-ones. Ask open-ended questions like “What’s working well for you right now?” or “What’s a challenge you’d like support with?”
- Train your leaders. Coaching is a skill that can be taught and developed.
- Model the behavior. When senior leaders adopt a coaching approach, it sets the tone for others.
- Build the rhythm. Create regular cadences for coaching conversations, performance feedback and career discussions.
- Measure what matters. Track engagement, retention and performance. Ask employees if they feel supported and challenged.
Successful accounting leaders don’t have to be therapists or motivational speakers, but they do have to lead in a way that helps people grow. It’s time to build a culture where people develop, stretch and thrive. That’s what coaching does.
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Amanda Wilkie is a consultant at Boomer Consulting, Inc.
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