From competing priorities to cultural shift: making space for coaching in L&D

Organisations today face constant pressure to deliver more with less. Learning and development teams juggle multiple priorities - technical training, compliance, leadership programmes - often under tight budgets and deadlines. In this environment, coaching can feel like an optional extra rather than a core component of L&D strategy. But when coaching is sidelined, organisations miss a powerful lever for performance, engagement and culture change.

So why does coaching struggle to find its place? And how can organisations make space for it without overwhelming resources? Let’s explore the challenges and practical ways forward.

Why coaching gets pushed down the priority list

The Strength Report 2025 published by Be Business Fit highlights that many leaders still see coaching as a reward rather than a tool. This perception creates a cultural barrier - when coaching feels exclusive or remedial, it’s harder to embed it as a normal part of learning and development. Combined with time pressures and competing priorities, coaching often gets deprioritised even though its benefits are widely recognised.

Time is another factor. Leaders and managers are busy, and the idea of adding coaching sessions to their schedule can seem unrealistic. Without clear communication about the value and flexibility of coaching, it risks being dismissed as something that takes people away from their day job.

The hidden cost of sidelining coaching

Respondents in the report described coaching as a driver of confidence and better decision-making. Without that support, small issues can escalate into formal complaints or disengagement - costs that far outweigh the investment in coaching. When leaders lack clarity and confidence, organisations risk higher turnover, strained team dynamics and missed opportunities for growth.

In other words, the question isn’t whether coaching takes time and budget - it’s whether organisations can afford the consequences of not providing it.

Making coaching part of the bigger picture

The key to embedding coaching is to position it as a strategic enabler, not an isolated activity. Here are three practical steps:

1. Link coaching to organisational priorities

Frame coaching as a tool that supports existing goals - whether that’s improving leadership capability, driving culture change or boosting engagement. When coaching is connected to measurable outcomes, it becomes easier to justify and harder to cut.

2. Integrate coaching into existing programmes

Rather than creating standalone initiatives, weave coaching into leadership development, onboarding or change management programmes. A short coaching period after training can help embed new skills and prevent the “back to old habits” effect.

3. Start small and build evidence

Pilot coaching with a specific cohort or project. Track outcomes such as improved team scores, reduced conflict or faster ramp-up in new roles. Evidence from a small-scale pilot can make a persuasive case for wider adoption.

Shifting the culture around coaching

The report also found that many managers are hesitant to ask for coaching, fearing it signals poor performance. Normalising coaching as a proactive development tool can remove this stigma and encourage uptake across all levels. Visible endorsement from senior leaders and clear communication about its purpose can help make coaching part of everyday learning rather than an exception.

A future-ready approach to L&D

Embedding coaching into L&D isn’t about adding another layer of complexity. It’s about creating space for reflection, confidence and growth in a world where change is constant. When coaching becomes part of the bigger picture, organisations don’t just develop skills - they build resilience, resourcefulness, adaptability and trust.