M.Sc. Business Psych (LMU), Certifed Transformational Coach (CoachMasters Academy), Certifed
Belbin Teams Practitioner, B.A. English & ELT (OUSL), SHRM-SCP (USA), ATCL (London)

By: Kavitha Gunesekera

When I first encountered the concept of coaching, I didn’t fully understand its potential. It was about a decade ago, and I was tracking the professional development of our Managing Director, who was being coached by the Chief Learning Officer on transformational leadership. I was in Human Resources at the time, and the term “coaching” felt unfamiliar—yet intriguing.

This curiosity grew during a “train-the-trainer” program where I encountered the GROW model, a simple yet powerful coaching framework. I remember a trainer stating, “A mentee usually initiates the journey by asking someone to be their mentor, but a coach often initiates the journey with the coachee.” That left me with more questions than answers, and as I progressed in my career, I felt drawn to explore coaching more deeply—not just as a facilitator of others’ growth, but in my own development.

 

From Curiosity to Clarity: My Coaching Journey

What started as an administrative task grew into a personal and professional mission. Initially, I applied the GROW model in communication skills workshops. Over time, I found myself drawn toward behavioural coaching, realising that coaching was about far more than models—it was about people, growth, and human connection.

The turning point came when I was assigned a transformational coach. That experience changed everything. For the first time, I wasn’t just reading about coaching theory—I was living it. I felt seen, challenged, and supported. It confirmed what research was increasingly highlighting: coaching is a catalyst for personal and organisational transformation, particularly in an age where human connection is disappearing into emojis, likes and followers.

 

Coaching vs. Mentoring: What’s the Difference?

Though often used interchangeably, coaching and mentoring are distinct in purpose and process. Coaching, as defined by Sir John Whitmore, is “unlocking people’s potential to maximise their own performance. It is helping them to learn rather than teaching them.” This highlights the coach as a facilitator, rather than an instructor.

On the other hand, mentoring often involves a more experienced individual guiding a less experienced one. The concept has ancient roots—going back to Homer’s Odyssey, where Mentor advises and guides Telemachus, the son of Odysseus. That historical context still shapes how we perceive mentoring today: it’s about wisdom-sharing, role modelling, and relationship-based development.

The European Mentoring and Coaching Council (EMCC) defines mentoring as “a learning relationship involving the sharing of skills, knowledge, and expertise through developmental conversations and role modelling.” It’s clear that mentoring leans on past experience, while coaching leans into future potential.

 

Psychological Foundations and Models That Matter

One of the most significant developments in coaching has been its integration with psychology. Coaching psychology is an emerging field that applies psychological theories to support individuals in reaching their goals.

For example, Cognitive-Behavioural Coaching (CBC) draws on principles from Cognitive Behavioural Therapy. It helps individuals identify and shift negative thought patterns that may be sabotaging progress. Patterson (2018) writes:

“Procrastination is perhaps one of the most common self-management issues…The Cognitive Behavioural Coach will spend time probing the client to discover what is behind their procrastination—whether it’s driven by perfectionism, an inability to set reasonable boundaries, or if the task lacks meaning.”

The CBC approach roots itself in structured, evidence-based conversations aimed at lasting psychological and behavioural change—well-suited to the modern workplace where self-management and resilience are critical.

In terms of coaching frameworks, several have helped shape my own practice: The GROW Model (Whitmore, 1992):

• Goal – What do you want?
• Reality – Where are you now?
• Options – What could you do?
• Way Forward – What will you do?

The OSCAR Model (Gilbert and Whittleworth, 2009):

• Outcome – Desired result
• Situation – Current context
• Choices – Available options
• Actions – Implementation
• Review – Evaluation

 

Both offer clarity and structure, but OSCAR often aligns more with performance coaching within organisations. These models provide tools—but it’s the coaching relationship that breathes life into the process.

The Real-World Impact: Why Coaching (Still) Matters

In the digital age, workplace coaching has moved beyond buzzwords and into boardrooms, start-ups, and virtual platforms. But its core goal remains unchanged: growth.

Coaching, when done well, produces measurable outcomes. Fillery-Travis and Lane (2006) reported improvements in organisational performance (e.g., increased sales figures) following coaching interventions. Managers who adopt a coaching style, they noted, deliver timely, culturally aware feedback with minimal delays.

Palmer and Whybrow (2018) echoed these findings, citing improvements in goal-setting, leadership, and interpersonal skills among coached managers. Even more importantly, coaching can create what Ting and Scisco (2012) describe as a “broader safety net” for teams—a space of psychological safety and shared learning.

Mentoring has also demonstrated strong returns. Sandvik et al. (2021) found that newly hired sales agents who were randomly assigned mentors achieved 17% higher revenue in their first two months compared to those without mentors.

Mentors benefit too: loyalty, recognition, and the satisfaction of generativity—passing on wisdom to the next generation.

Coaching in a Digital World: Human at the Core

Technology has revolutionised coaching delivery. Sessions take place over Zoom, Google Meet, Teams or BlueJeans. AI can track development metrics. Apps offer self-directed prompts and reflection tools.

Yet despite all this, the heart of coaching hasn’t changed. The value lies in presence, empathy, and connection. We are wired for human interaction. Especially in a fast-paced digital world, coaching offers one of the few spaces where someone is fully heard and seen.

That said, coaching and mentoring face barriers too:

• CIPD (2021) highlights confusion about roles and the challenges of measuring
• Ibarra (2022) warns that we risk losing authenticity in mentoring by making it overly
• Ragins and Kram (2007) point to unconscious bias, noting that the experience of white male mentors often becomes the default, leaving little room for the experiences of women and people of colour.

 

Reflection: Becoming a Better Coach

One thing my journey has made clear: great coaches never stop learning. To improve my practice, I commit to:

• Reflecting on what works—and what doesn’t
• Seeking feedback from clients and peers
• Pursuing ongoing training and supervision
• Keeping a coaching journal for continuous self-awareness

Coaching and mentoring are powerful tools—when applied with intention. In an increasingly digital and distracted world, they offer a chance to slow down, reflect, and grow. Whether we’re leaning into structured frameworks or exploring deeper psychological layers, the goal remains the same: to support others in reaching their fullest potential.

Technology may change the how, but it will never replace the why.