Leadership has changed more in the last few years than in the previous three decades. The role is heavier. The expectations are broader. The emotional load is higher. And the skills required are more human than ever. The world leaders operate in today is more complex and more human than anything before it.
We often assume that teams succeed because they’re full of talented people. People with experience, intelligence, technical skill and strong work ethic. But if that were true, high-performing teams would be everywhere. And we know they’re not. The teams that thrive today aren’t the ones with the most talent or the smartest individuals. They are the teams with the strongest human skills.
Hybrid work didn’t just change where we work. It changed teams at a fundamental, human level and many organisations are still discovering what that really means. We didn’t simply transition from office desks to Zoom screens. We moved into a world where relationships feel thinner, emotional cues feel harder to read, and everyday trust-building now requires conscious effort rather than casual corridor conversations.
There’s a quiet myth in organisational life that great teams emerge from great strategy. That if you bring smart people together, give them clear goals and a structured plan, collaboration will naturally follow. But anyone who has ever been part of a truly exceptional team knows that’s not quite how it works. Great teams don’t just perform well - they feel good to be part of.
Every coach has a style. Sometimes we discover it by accident; sometimes by design. But what if we explored our coaching style more intentionally - what we lean into by default, what we enjoy, what drains us, where we resist? Understanding your coaching style, where your strengths may overplay and where you can flex starts a journey of clearer impact, more resilience, and more joy in the work.
Leadership these days doesn’t just mean setting direction, managing resources, or making decisions. Increasingly it means inspiring, developing, and coaching others. But to lead as a coach, to bring out the best in people, one needs more than technique. You need awareness - of yourself, your style, and of others’.
Many organisations talk about wanting a “coaching culture.” You’ll hear it in strategy documents, leadership speeches, HR’s ‘big plan’ decks. But often, it ends up being workshops, performance reviews, or one off mentor pairings. The flame flickers, then dims. What makes the difference between a culture that sticks and one that drifts?
When Sophie first came to coaching, she was frustrated. She had clear goals: step into leadership, get her team working well together, deliver results. But after three months, she felt stuck. Her coach was encouraging her to “be more structured, plan tighter, keep control.” Sophie tried, but each attempt left her drained and less motivated.
Focusing on strengths is powerful for individuals, transformative for teams, and a multiplier for leaders. But the real opportunity comes when strengths move beyond the personal and become part of an organisation’s culture.
We all have moments when we feel energised, focused, and at our very best. These moments are often powered by our strengths — the natural tendencies, talents, and preferences that shape how we think, feel, and act. Yet, for many people, their greatest strengths remain underexplored, unnoticed, or underutilised.
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