Workplace Coaching for Leadership Development
- Aug 18, 2025
- 4 min read
Marianna Štrbíková is an HR professional who has fallen deeply in love with Chinese Metaphysics, particularly the BAZI technique. She is also a Transformation and Business Coach and Career Counselor. She helps her clients discover who they are, live fulfilling lives, and find jobs they truly enjoy.
In today’s fast-changing business world, it is no longer enough to set up processes and expect consistent performance from employees. Modern organisations understand that true success depends on developing the potential of their people and their ability to adapt to change. One of the most effective tools that supports this goal is coaching.
However, coaching is not just about solving problems; it is a way of thinking, leading, and collaborating that can transform not only individuals but also teams and the entire company culture. In this article, we explore the benefits of coaching, the differences between internal and external coaches, and how these approaches are perceived by the two key stakeholders in any company, HR and management.
Coaching, more than a development method
Coaching is a partnership and confidential process in which the coach supports an individual or team in finding their solutions, increasing self-awareness, and taking responsibility. The goal is not to “tell someone what to do” but to create a space in which the coachee discovers for themselves which steps will lead them toward their goal.
Key benefits of coaching in a corporate environment
Boosts employee performance, motivation, and engagement.
Develops leadership skills and change readiness.
Improves communication and relationships within teams.
Prevents burnout and reduces staff turnover.
Strengthens a coaching culture and accountability.
Supports innovative thinking and problem-solving abilities.
Internal vs. External coach, two approaches, different advantages
An internal coach is a direct employee of the company and naturally has deep knowledge of its environment. They understand internal processes, company culture, history, and relationships between teams. This allows them to quickly grasp the context and adapt coaching to the organisation’s specifics. Their availability is high, as they are based on-site, and the cost of an internal coach is usually lower in the long term compared to external cooperation.
The downside is that an internal coach is part of the company hierarchy and may be influenced by internal politics or informal relationships. This can limit their neutrality and reduce openness, especially when dealing with sensitive topics. Their flexibility depends on other job duties, and their opportunities for external supervision or exposure to diverse practices may be limited.
An external coach, on the other hand, comes in as an independent professional or service provider. They bring a fresh perspective and experience from various industries, and they are perceived as impartial partners. This increases trust and the willingness to address even sensitive or strategic issues. They usually have high professional qualifications, specialisations, and access to supervision, which ensures a high professional standard.
The disadvantages of an external coach include the time required to understand the company’s context and culture, limited availability according to the agreed schedule, and generally higher costs for one-on-one sessions.
The whole picture emerges only when we look at these two approaches through the eyes of those who work most closely with coaches, HR professionals, and managers.
Coaching from an HR Perspective
Internal coach, advantages for HR
Deep knowledge of the internal environment and context.
Ability to work long-term and systematically with talent.
Integration of coaching into performance reviews and development plans.
Quick availability and flexible response to needs.
Internal coach, disadvantages for HR
Limited neutrality and reduced openness from coachees.
Risk of being perceived as an “extended arm of HR.”
Risk of burnout without regular supervision.
External coach, advantages for HR
Independence, credibility, and higher confidentiality for coachees.
Specialisation and experience from various industries.
Fresh outside perspective that reveals blind spots.
Regular professional supervision and adherence to ethical standards.
External coach, disadvantages for HR
Higher financial costs.
The need for adaptation to the internal context.
Possible lack of continuity when cooperation ends.
Coaching from a management perspective
Internal coach, advantages for management
Immediate availability and support for problem-solving.
Alignment of coaching with internal goals and strategies.
Opportunity to develop managers’ coaching skills.
Internal coach, disadvantages for management
Concerns about confidentiality with sensitive topics.
Weaker authority if lacking external experience or certification.
External coach, advantages for management
Independence and guaranteed confidentiality.
Development of leadership and strategic competencies.
Access to the latest trends and best practices.
External coach, disadvantages for management
Time required to understand the company.
Limited flexibility in urgent situations.
Practical recommendation: The combined model
For most organisations, the most effective solution is a combination of internal and external coaching. An internal coach provides day-to-day support, integrates coaching into company processes, and helps build a coaching culture. An external coach focuses on sensitive topics, executive development, and bringing a strategic perspective.
This hybrid approach ensures continuity, quality, and a high level of trust.
Conclusion
Coaching is now an essential part of modern people’s development. It is not a luxury add-on but an investment in performance, satisfaction, and employee loyalty.
The decision to choose an internal or external coach should be based on the organisation’s goals, the nature of the topics to be addressed, and the needs of the target group. Companies that can intelligently combine both approaches and see coaching as a strategic tool gain a competitive advantage not only in the labour market but also in the long-term sustainability of their growth.
Read more from Marianna Štrbíková
Marianna Štrbíková, Transformation and Career Coach, HR Professional
Marianna Štrbíková has over 20 years of experience in the HR field. After leaving the corporate world, she dedicated herself to helping clients uncover their unique personalities, strengths, hidden talents, and areas for growth. By doing so, she empowers them to harness their full potential and move forward in life. She firmly believes that understanding one’s personality is essential for transforming habits and behaviors.
What sets her apart from other HR professionals? As a Transformation and Business Coach and a Chinese Metaphysics Consultant specializing in the BAZI technique, she brings fresh and innovative approaches to coaching. She deepened her expertise in Chinese Metaphysics through studies in Malaysia.
