“What’s the biggest challenge that we actually can control?” Ren looked at Alex with surprise and paused for a few minutes.
Ren’s client disrupted the project again, even though the team was very close to completing it. Why? Their marketing team had just one more extra idea and requested adding an extra feature. And this one small feature disrupted everything. Ren’s team was exhausted and overwhelmed by the changes. So did Ren, who was just complaining to their peer and naming all the reasons why they would not be on time. Yet, Alex’s pointed question shifted the conversation. Ren replied, “The timeline. Maybe we can prioritize the features that matter most.” That single moment made moving forward possible. Ren went back to his team and restructured the project plan that they were comfortable to communicate to the client.
This example highlights one of the many situations where peer coaching can be the key to unlocking team potential. But what makes peer coaching so powerful, and why is it often overlooked?
The Overlooked Value of Peer Coaching
Many companies allocate resources toward external coaching, either training leaders to become internal coaches, or setting up formal leadership development programs. While these investments are beneficial, they often overlook a cost-effective solution of being coached by a peer.
Peer coaching offers a high return on investment (ROI) from improving productivity and promoting innovation to increasing employee engagement. So, why do organizations still overlook peer coaching? Perhaps it’s because they underestimate the power of employees coaching one another. It is easy to assume that external expertise or formal coaching is always the best path. However, such an assumption ignores the practical, day-to-day impact that peer coaching provides. Especially in teams where collaboration and real-time problem-solving are essential. What’s more, my peers are more available than external coaches.
The Hidden Benefits for the Peer Coach
One of the most unexpected benefits of peer coaching is the personal and professional growth it offers to the coach themselves. We usually focus on the individual receiving the coaching, but the act of coaching someone else has deep effects on the coach. Coaching others increases self-awareness, emotional intelligence, and leadership skills.
Every time a peer coach asks a colleague an insightful question and help them overcome challenges, they improve their ability to communicate effectively, resolve conflicts, and lead teams more competently. Peer coaching increases empathy and improves active listening skills. Additionally, the act of helping others increases job satisfaction and motivation. Coaches often feel a greater sense of purpose when they see the impact they have on their colleagues’ professional life.
Furthermore, when employees coach each other, trust within teams deepens. Thus, when your organization invest in peer coaching you might notice stronger relationships and a sense of belonging.
When Peer Coaching Isn’t Enough
While peer coaching is highly effective, it is important to recognize its limitations. Peer coaches, who are the part of the same organizational system, may have blind spots or biases that affect their ability to see things differently. They might as well be shaken by lower morale and the sense of disappointment when things are tough. This is especially true for senior leadership roles, where the stakes are higher, and the complexity of decision-making is greater. In these cases, external coaching remains invaluable.
External coaches offer an outside perspective, and it is easier for them to challenge assumptions because they are not the part of organizational system. They are not free from biases. However, these are different from those that a peer might have.
The Surprising Power of Group Peer Coaching
Peer coaching can be particularly powerful when done in small groups. According to Brenda Steinberg and Michael D. Watkins in The Surprising Power of Peer Coaching, small-group coaching generates leadership development impacts that often exceed what can be achieved in one-on-one settings. Leaders who work together outside of their immediate teams but are on similar levels experience profound learning through diverse perspectives.
Group peer coaching offers several advantages: it creates a safe environment where participants can practice leadership skills, provides real-time insights into group dynamics, and establishes accountability systems that ensure follow-through. Leaders are more likely to act on their commitments when they know their peers will check in and hold them responsible.
This approach also builds a network of support that extends beyond formal coaching sessions. Leaders often continue to lean on these relationships long after the group sessions have ended, creating a lasting impact on both their personal development and their organization’s culture.
Tools for Effective Peer Coaching
There are several tools that can facilitate effective peer coaching. Two standout resources are The Coaching Habit by Michael Bungay Stanier and Time to Think by Nancy Kline. Both offer frameworks for asking powerful, open-ended questions and creating an environment conducive to deep reflection and meaningful dialogue.
The Coaching Habit teaches simple, yet effective, techniques for coaching conversations, emphasizing the importance of asking questions that provoke thought and encourage the coachee to arrive at their own solutions. This approach aligns perfectly with peer coaching, where the goal is to empower employees to think critically and solve problems creatively.
Time to Think focuses on the art of deep listening, ensuring that the coachee feels fully heard and understood. This technique is invaluable in peer coaching, where building trust and creating a safe space for open dialogue are crucial to the process.
How to Start Peer Coaching?
Setting up a peer coaching network requires a structured approach to ensure meaningful growth and development. Stewart D. Friedman’s How to Get Your Team to Coach Each Other offers a six-step framework that can guide peer coaching interactions:
1. Identify the Problem
- Key Question: “What’s the core challenge you are facing?”
- Encourage the coachee to reflect on the issues preventing them from achieving their goals.
- Follow-up Questions:
- “What’s not working well right now?”
- “How does this challenge impact others?”
2. Raise Urgency for Change
- Key Question: “Why is this important to address now?”
- Push the coachee to recognize the necessity of change to create urgency.
- Follow-up Questions:
- “What will happen if you don’t change?”
- “What could happen if you do change?”
3. Decision to Change
- Key Question: “What have you decided to do differently?”
- Help the coachee commit to making a change.
- Follow-up Questions:
- “What’s the ideal outcome you’re aiming for?”
- “What are your new goals?”
4. Develop a Plan
- Key Question: “What’s your plan of action?”
- Assist in mapping out specific, measurable steps.
- Follow-up Questions:
- “What exactly will you do and when?”
- “What obstacles might come up, and how will you overcome them?”
5. Test for Commitment
- Key Question: “Are you ready to commit to these steps?”
- Ensure the coachee is fully engaged and prepared to follow through.
- Follow-up Questions:
- “What if this turns out to be more difficult than expected?”
- “How will you keep yourself motivated?”
6. Maintain Momentum and Accountability
- Key Question: “How will you measure your progress?”
- Provide encouragement and ensure continued accountability.
- Follow-up Questions:
- “What’s the impact of your new behavior so far?”
- “What accomplishments are you proud of?”
Peer Coaching as a Cornerstone of Organizational Growth
Start looking at peer coaching as a strategic investment in the future of your organization. By enabling employees to coach one another, organizations can promote a culture of continuous learning. The benefits extend beyond the individual being coached. The coach grows and the entire team benefits from stronger relationships and higher engagement.
When implemented with care, peer coaching can become a powerful driver of personal and organizational success. While it may not replace external coaching, it complements it in ways that enhance leadership development and create lasting change.
In a world where external resources are often the first solution, organizations might turn their attention inward. If companies invest more in developing peer coaching skillset, they can build a culture of trust and continuous learning, one peer coaching conversation at a time.
References
Bungay Stanier, M. (2016). The coaching habit: Say less, ask more & change the way you lead forever. Box of Crayons Press.
Friedman, S. D. (2015, March 13). How to get your team to coach each other. Harvard Business Review. https://hbr.org/2015/03/how-to-get-your-team-to-coach-each-other
Kline, N. (1999). Time to think: Listening to ignite the human mind. Cassell Illustrated.
Steinberg, B., & Watkins, M. D. (2021, April 14). The surprising power of peer coaching. Harvard Business Review. https://hbr.org/2021/04/the-surprising-power-of-peer-coaching
