Erik de Haan
Director of Hult Ashridge’s Center for Coaching
Coaches and leaders need to navigate the complex emotional, social and political layers of organisational life. They’re asked to lead through ambiguity, respond to pressure and make sound judgments even when there’s no clear path.
All other more managerial, strategic and planning work has been largely replaced or aided by computers. In these conditions, real effectiveness depends on presence, ethical discernment and the ability to work with what’s emerging.
Relational coaching matters more than ever
Coaching doesn’t happen to people, nor even with them, but between them. Research consistently shows that the quality of the coaching relationship is one of the strongest predictors of outcome.
Relational coaching pays close attention not just to what’s said, but to the spoken and unspoken: emotional tone, patterns of interaction and the tensions that shape how a leader shows up.
Human coaching still vastly outperforms AI coaching
In a just-published randomised controlled trial with 114 managers in a global organisation, human coaching produced substantial gains in goal attainment, self-efficacy and wellbeing. AI coaching showed no gains at all compared to a control group.
I believe that what drives those results isn’t better tools or more efficient processes, but the quality of the human relationship itself.
Developing the capabilities that underpin effective coaching — leading more relationally, and adopting a more reflective approach—will be what sets effective leaders apart in an increasingly automated world.
A relational approach is about connection, reflection and presence
It must be the relationship itself that’s the central vehicle for change. Outcomes are strongest when trust and connection are present, when patterns can be recognised as they emerge and the relationship in the room itself becomes the work. This co-regulation effect is key.
AI can prompt reflection, offer structure, ask good questions, give cognitive input and remind on goals. It may help scale access to coaching and complement development activities. But translating insight into sustained behavioural change still depends on human challenge, context and relational presence.
These capabilities that can’t be delegated to technology or developed passively
Leaders themselves must become more relational in how they think, listen and respond. Increasingly, the most effective leaders are those who can work with what’s unfolding in the moment, recognise emotions and patterns in relationships and remain present under pressure.
Many leaders are using coaching skills every day in their work. Yet few have had the opportunity to reflect on or intentionally deepen how they do this effectively.
Developing the capabilities that underpin effective coaching — leading more relationally, and adopting a more reflective approach—will be what sets effective leaders apart in an increasingly automated world.
