Why Coaching Gets a Bad Rap in Academia—And Why We Need It Anyway
Ghent, Belgium
Lately, I’ve heard from several faculty colleagues in administrative roles who feel a little uneasy—even discouraged at times—when higher-ups suggest leadership coaching, even when it’s offered with support to cover the cost. These conversations tend to happen right after being passed over for a leadership position or when stepping into a new and expanded role. And honestly, I get it. In those moments, it can feel like you’re being told, “You’re not good enough for the job.” The sting feels sharper when you believe you’re more qualified than the person who got the role, or when you see others ‘succeeding’ in similar positions with far fewer qualifications — and especially when it’s clear that coaching can’t fix the real issue.
And yet, coaching can still help. Not because only certain people need it, but because everyone does.
In academia, coaching tends to be viewed with suspicion — unless you’re in a presidential or executive-level leadership role. In the corporate world, on the other hand, it’s a routine tool for executives and mid-level managers. Why the disconnect?
The Misconceptions
“Coaching = telling people what to do.”
Many academics picture coaching like a soccer coach barking plays from the sidelines. In reality, a good coach helps you clarify your goals, values, and next steps — you do the thinking, they create the space and ask the questions.
“I don’t need it.”
We all have blind spots, but finding them takes effort, time, and sometimes money — which are resources we’d rather spend elsewhere. Academia also rewards “solitary” success (papers, grants) more than interpersonal growth. The unspoken rule? If you’re smart and responsible, you’ll get the job done. Personality and character don’t matter as much.
“I shouldn’t need it.”
Academics often feel pressure to project complete self-sufficiency. Admitting you need help can feel like a crack in your credibility. Pride and insecurity sit side by side here. We’re trained to defend our ideas fiercely, which can either strengthen our work or harden us into people who stop listening. Humility feels risky, especially early in your career, but it’s essential for curiosity and deeper learning.
What a Coaching Mindset Really Is
A dear friend of mine (whom I met through my Purdue leadership circle) and I were walking and chatting about what’s coming up in our professional careers and personal lives. When she brought up something that sounded significant enough for some deeper reflection, I secretly put on a coaching hat. As we continued our conversation, I applied what I’ve learned in my coaching training, such as reflective listening and powerful questioning. After that conversation was over, I said to her, “Just so you know, I just tried to practice my coaching skills with you.” And she said, “Oh, I thought we were just talking.” and I said, “That’s the whole point!”
Coaching doesn’t need to happen in a formal or structured setting. It doesn’t need to involve money or a particular time set aside. It can be as easy as two friends (or coworkers) coming together to have a ‘good conversation’. It can enrich your conversations with friends and colleagues, fostering deeper self-discovery and authenticity for both of you. (A side note: I do recommend considering a formal arrangement with a professional coach if you are working toward a significant personal or professional goal that requires more focused reflection over a longer period.)
A coaching mindset means staying open to being coached and to coaching others — anytime, anywhere.
Being coached means going beyond what you think you know — examining your behavioral patterns, your emotional reactions and thought processes, and the deeper motives behind your goals, values, and attitudes. A skilled coach isn’t necessarily an expert in your field; their power lies in creating a safe, reflective space for you to explore.
Coaching involves the following key ingredients (there could be more, but these are at the top of my list right now):
Practicing curiosity/openness and humility
Deep, reflective listening
Powerful questioning
Empowering rather than directing
Building on strengths rather than deficiencies
Ideally, coaching is mutual—you and your colleagues practice listening and reflecting together. But this requires trust, humility, and psychological safety—three things academia doesn’t always cultivate naturally.
Bottom Line
Coaching isn’t a sign of weakness or incompetence. It’s a tool for anyone dedicated to growth — both in their career and as a person. Over time, curiosity and humility will carry you further than certainty and self-reliance ever could.
Recommended Readings
The Coaching Shift: How A Coaching Mindset and Skills Can Change You, Your Interactions, and the World Around You by Shonna D. Waters and Brodie Gregory Riordan
Radical Listening: The Art of True Connection by Christian van Nieuwerburgh and Robert Biswas-Diener