Lots of our bosses could really benefit from having an executive coach!
We have all probably had bosses like this. They have a lot of talent and many good qualities – but there are some blind spots! If they could only get past these then life would be much better for you and the organization.
What do you do? How do you approach your boss about coaching? Here are some suggestions from a recent article in Harvard Business Review.
1. Maybe You Should Not Deliver the Message. If you feel your position as a direct report makes the conversation too risky, consider if a different messenger—like an HR business partner or a trusted cross-functional peer—might be more effective. You can also lower the stakes by suggesting a time-bound experiment, such as an eight-week trial focused on a specific initiative or transformation.
2. Identify the Real Barrier. If they have resisted coaching, diagnose the likely source of their resistance. It usually falls into three categories: ego, where they view needing help as a sign of weakness; misconceptions, where they see coaching as purely remedial for underperformers; or time, where they view it as just another meeting they can’t afford. Tailoring your approach to their specific barrier is crucial for success.
3. Solve a Pain Point, Don’t Fix a Gap. The quickest way to trigger defensiveness is to point out their personal flaws. Instead, anchor the suggestion in the frustrations they have already voiced—such as executive team misalignment, exhausting workloads, or intense board pressure. Position the coach as a strategic tool to help them navigate these complex business challenges rather than a way to “fix” their personality.
4. Normalize Elite Performance. Frame coaching as a hallmark of high-performing leaders rather than a remedial fix. Remind them that top athletes and high-profile CEOs from companies like Google and Salesforce have used coaches to manage complexity. Emphasize that a coach provides a confidential, politically neutral space for strategic thinking and pressure-testing decisions.
Ultimately, the decision to engage a coach must belong to the leader. If you notice increasing irritation or find yourself excluded from key meetings after raising the topic, it is time to stop pushing to protect your own professional credibility. The real objective is to create the conditions where they can opt-in to growth on their own terms.
*Ideas for this blog taken from: Lyons, M. “How to Convince Your Boss They Need a Coach,” Harvard Business Review online, April 10, 2026.
