(Inspired by Gallup’s insights — read the full article here)

In today’s rapidly shifting work environment, development isn’t optional — it’s the oxygen for engagement, retention, and performance.

Gallup’s research shows a wake-up call: just 31% of employees strongly agree there is someone at work who encourages their development — a drop from 36% before the pandemic. When people feel stagnant, disillusionment creeps in.
At the same time, organisations that embed development consistently see 11% higher profitability and are twice as likely to keep their top talent.

So, where do many leaders miss the mark?

Why Development Often Fails to Stick

• Engagement and development are siloed. Many organisations treat them as separate functions rather than integrated levers.
• Unclear ownership in matrixed structures. When multiple leaders stake claims to “people development,” accountability gets watered down.
• Leadership capability gaps. Without coaching know-how, many managers default to transactional oversight rather than enabling growth.

Gallup also points out that managers are accountable for 70% of the variance in team engagement. That means your front-line, team-leading executives are the influencers of culture and retention — but they often lack the support to act on that.

Why Coaching Changes the Game

This is precisely where executive coaching plays a transformative role. At SWS Coaching, we blend science-based tools (DISC, EQ‑I, 360 feedback) with deep reflective inquiry to empower leaders to move beyond managing tasks — to developing people.

Here’s what that shift unlocks:

• Intentional developmental conversations. Leaders learn to ask questions that surface real aspirations, obstacles, and growth areas (not just “How are you doing?”).
• Feedback that fuels growth. We coach leaders to lean into specificity and curiosity, not critique — so feedback becomes inspiring, not deflating.
• Alignment of performance and purpose. Through coaching, leaders help team members see how their contributions map to their own goals — increasing meaning and momentum.
• Sustainable coaching culture. When senior leaders adopt these mindsets, the ripple effect is a more engaged, resilient, and growth-oriented organisation.

In my work with executives and senior managers, I’ve witnessed shifts like:

“After six coaching sessions, I reframed how I deliver feedback — the team’s trust and output both jumped.”
“I used to shy away from tough conversations; now I lean into them knowing they accelerate growth, not destroy morale.”

From “Manager” to “Developer of Talent”

Here’s the thing: your title may say “Executive” or “Senior Manager,” but your role is more than oversight. You are a developmental catalyst. Coaching helps bring that role to life.

When leaders transition from managing to coaching, engagement ceases to be a chart metric — it becomes tangible in day-to-day interactions. Teams feel more seen, challenged, and connected.

If you are a leader ready to build engagement through development — not just talking about it — let’s talk. Schedule a discovery session or send me a message. I’d love to explore how coaching could help you and your leadership team bring your people fully onboard.

Stephen Reilly
Executive Coach | SWS Coaching