Coaching as an Operational Leader

This week I’ve been reflecting on coaching as an operational leader and just how important it is. For context, I recently started a new role leading a team of tradespeople within the same organisation. Although I’m still operating in an operational environment, I’ve shifted from leading housing professionals and office‑based staff to leading trades.

I lead from a coaching mindset, and I use this to empower my teams. Over the last few weeks, several team members have called me for support when facing difficult decisions. For example, deciding what action to take on a repair when they feel no action is necessary but worry this might lead to customer dissatisfaction.

This is where I can have the most impact as a leader — by showing them that I trust their professional judgement. As with my previous teams, I listen actively (truly actively, so they feel they are my priority), allow them to share their suggested actions, and offer support where needed. Ultimately, my response is often: “I trust your instincts and I’ll back your decision.”

For me, it’s essential that individuals can safely make decisions within policy and legislation, knowing they will be supported. That support extends not only to the decision itself but also if something goes wrong. They won’t be “punished”; instead, we will learn together and improve next time.

Appraisals Through a Coaching Lens

Another recent example is quarterly appraisals — a chance for individuals and their leader to share feedback, raise concerns, and review performance. I value this structure because it creates transparency and space for reflection, both individually and together. Yes, it covers the usual topics like development and performance, but when held by a leader with a coaching mindset — non‑judgemental and genuinely curious — it gives people permission to share what is really affecting their day‑to‑day work.

In a busy operational environment with fast‑moving targets and direct budget implications, these conversations are incredibly important.

It’s also worth acknowledging that a coaching mindset may not be the usual approach in this environment.

A Shift in Culture and Expectation

What has also dawned on me is how different it is working with trade staff compared to housing or office staff. A clear example came up this week during appraisal preparation. I booked meetings with each team member and asked them to complete the appraisal form as far as they could before we met, so we could review it together. This has always been well‑received in my previous teams.

I believe this approach gives people permission to consider what they want to bring to the conversation and what is affecting them. It also gives them shared ownership — they aren’t just passengers in their own development.

What surprised me was that some of my trade team had never been asked to do this before. While open to it, they were also nervous — not just about the ownership, but about the practicalities of accessing and completing the form.

One team member called me and said he wanted to do what was asked, but he needed help. Instead of hiding, he was vulnerable enough to say, “Can you show me this form?” He admitted that perhaps they had been “spoilt” (his word) and that previous managers had done this for them.

I’m proud that he felt safe enough to say this. He could have avoided it, turned up unprepared, or disengaged — but instead he wanted to meet expectations and asked for support. I was genuinely thrilled to help him.

What I’m Learning

What I’m learning is that trade and operational teams may not have historically received the same attention around appraisals, ownership, and development as they have around performance. This feels systemic, and I’m not naïve enough to think I can change it alone.

But I am hopeful that I can influence it — for my team now, and by sharing this reflection, perhaps for the wider community too.