While at Work

So you're expected to coach your direct reports. Or you're a manager who genuinely wants to support your team's growth. Let me tell you the truth the way I wish someone had told me: coaching inside evaluation systems can open people up—or it can shut them down completely—depending on whether you understand the power you hold.

Because the moment you say "I want to coach you," something shifts.

You're not just offering support. You're asking someone to be vulnerable with the person who also decides their salary, their promotion, their future.

You're asking them to trust you with their doubts, their struggles, their growth edges—while you hold a pen that writes their performance review.

That's not neutral. That's not safe by default. And pretending otherwise causes harm.

Standard coaching training would rarely offer a course like this.

They'd have to say out loud that most coaching models ignore power completely.

That "coaching conversations" often become thinly veiled performance management.

That managers are taught to "coach for performance" without examining whether they're the right person to do it.

And they're definitely not going to tell you that sometimes the most supportive thing you can do is admit you're not the right coach—and refer your person elsewhere.

So I created this space because you deserve the truth and the tools.

This isn't a course about becoming a masterful coach who fixes people. It's not about using coaching to "motivate performance," extract more productivity, or manage people out with a smile.

This is about learning how to support someone's growth when you also hold power over them—without weaponizing that power, crushing their agency, or pretending the dual role doesn't complicate everything.