Yes, it's true that coaching and mentoring encourage coaches to rather extensively consult with their employees on job-related matters. But, no, coaches aren't bound by consensus decision making. Nevertheless, there is this pervasive myth that portrays coaches as somewhat impotent leaders presiding over something more akin to a focus group than a staff of employees.

The confusion here rests in the reality of employees playing important roles in shaping their job responsibilities and — by extension — their future careers. And this is what coaching and mentoring bring into management — a partnership of sorts between coaches and employees. But this partnership doesn't relegate the coach to titular head status.

There must always be one leader who sets the tone and direction of the office. There must be one leader who monitors what's going on in the office by measuring performance and doing what it takes to remain productive and forward moving. Coaches, in fact, are asked to be more informed, more understanding, and more aware of the work in progress in the office than other managers. It's true.

This does not mean micromanaging every detail and looking over every employee's shoulder all day long, but it is this awareness that enables coaches to do the job of helping employees to thrive and produce in an atmosphere of continual growth and skill development.