An Interview With Chad Silverstein
Coaching Skills for Leaders and Managers. Organizations are increasingly recognizing that leadership is about more than results, it’s about people. The Coach Approach is becoming essential for managers: paying attention to the whole person, leading with values, and building discipline around communication. I’ve seen leaders who embraced this approach not only improve team performance but also retention and morale. It’s one of the most powerful ways coaching will influence the future of work.
The world of coaching is undergoing a seismic shift, with emerging trends set to redefine its boundaries and possibilities. From digital transformation and the integration of artificial intelligence to the growing emphasis on mental health and the global rise of coaching cultures within organizations, these developments are reshaping the landscape of personal and professional growth. As we navigate through these changes, understanding the forces that drive the future of coaching becomes paramount. I had the pleasure of interviewing Madeleine Blanchard.
Madeleine Homan Blanchard is a pioneering Master Certified Coach and the Chief Coaching Architect at Blanchard, as well as a co-founder of Blanchard Coaching Services. With over three decades of experience, she co-created the groundbreaking Coaching Management System and has co-authored influential leadership and coaching programs as well as two books: Leverage Your Best, Ditch the Rest and Coaching in Organizations. She is recognized globally for advancing the field of executive and leadership coaching.
Thank you for joining us. To start, could you share your “origin story” with our readers? How did you begin your coaching journey, and what challenges did you face in the early days?
I love that you’re calling it my ‘coaching origin story’ — because it really does feel like one. The Reader’s Digest version is this: I had decided to leave my profession and was applying to graduate school for a master’s in psychology, even though I knew I didn’t want to be a therapist. I didn’t have the language for it at the time but I knew the medical model of “you are broken, and I am going to fix you” was not the approach needed to help people to go from good to great. But I did not know what model would work, because it didn’t really exist yet. Around that time, someone who had been a business consultant for me in my former career as an actor reached out and said, ‘Hey, I’ve become a coach, and I think you’re a coach too. You should hire me to help you become one.’ I had no idea what that really meant, but I trusted him, and it just felt right.
That person was Henry House — now Henry Kimsey-House — one of the founders of the Coaches Training Institute and co-author of Co-Active Coaching. Back then, the only tool we had was the Wheel of Life — but it was a good start. Through Henry, I met Thomas Leonard, learned a great deal from him, and eventually joined him in starting Coach University. We gathered as many people as we could who were “coaching,” and together we experimented, shared ideas, and figured out what really worked. It was a heady, exciting time.
The biggest challenge in those early days was simply explaining what coaching was. Fortunately, my acting career gave me a natural starting point: actors who trusted me, recommended me, and before long I had one of the first full coaching practices. From there, I identified what my most successful clients had in common, what made my approach unique, and I began hiring and training other coaches so I could grow the business.
You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
I don’t think the traits that made me successful are necessarily the ones everyone needs — they were simply the ones I happened to have, and I was able to leverage them. I always remind people that success isn’t formulaic. What worked for me may look different for others. The first was an unreasonable amount of self-assurance. To be fair, life has handed me some spectacular failures along the way, so that confidence has been tempered — but in the beginning, it was incredibly useful. People sometimes think I’m fearless, but that’s not true. I feel fear like anyone else; I just don’t let it stop me.
The second was passion and stamina. I had an unbridled love for the work and a deep drive to share it. When I had my second baby, I took only two weeks off because I didn’t really have a choice, and then I worked at night after putting my kids to bed. I was fueled not by obligation but by excitement about what was possible.
Finally, I had the ability to focus and keep going, even when things didn’t work out. Having been an actor probably helped me with this — rejection was part of the job. Not everyone I spoke to became a client, but I learned to keep showing up, stay the course, and trust that the right people would say yes.
Can you share your favorite “Life Lesson Quote”? Why does that resonate with you so much?
My favorite quote — and the one that has sustained me over the decades — comes from Winston Churchill: ‘Success is going from failure to failure without loss of enthusiasm.’ That line has always rung true for me. I’ve had some whopping failures along the way. I’ve been fired by clients, and I’ve started businesses that ended up losing a lot of other people’s money just for starters.
What I’ve learned through each difficult experience is that failure isn’t the end — it’s part of the process. Yes, it hurts. I’ve had to step back, lick my wounds, and really take in the lessons. But then the key is to get back in the game, to return with renewed energy and perspective. That ability to hold onto enthusiasm, even in the face of setbacks, has been one of the most important through-lines in my career.
What are some of the most interesting or exciting projects you are working on now? How do you think that might help people?
I feel very lucky right now because most of what I get to do are things I both love and feel I’m good at. At Blanchard, I serve on the executive committee, where I help shape the strategic direction of the organization and contribute to building a culture that really supports our people. I’m also deeply committed to being a thought leader — and just as importantly, to developing other thought leaders within the company.
One of the projects I’m especially excited about is my podcast, Mad & Lucy: Mind the Gap, which I co-host with a brilliant producer and a wonderful partner. In it, we explore the many ways people are different — across generations, cultures, race, socioeconomic background, even types of intelligence — and how those differences can actually become bridges instead of barriers. For me, it’s simply another avenue to help people broaden and deepen their perspective so they can create a reality that truly works for them.
Finally, I designed and currently facilitate a Leadership Coach Certification program because so many coaches are inspired to coach leaders but don’t necessarily have the best tools or the confidence to jump in with both feet.
Without saying any names could you share a particularly memorable success story from your coaching career?
That’s a hard one; thirty-six years of coaching means I’ve seen so many incredible transformations. One recent client worked diligently on himself for four years and ultimately became the Chief Marketing Officer of his company — a huge leap that was so inspiring to witness. Another client shifted his entire self-concept during what was supposed to be a simple chemistry call. I used a metaphor that clicked for him instantly, and instead of interviewing other coaches he said, ‘You’re hired, let’s go.’ From there, he just took off like a rocket.
Those moments, when someone sees themselves differently and steps into their full potential, are what make this work endlessly rewarding.
Ok, thank you for that. Let’s now jump to the primary focus of our interview about coaching. How has your approach to coaching evolved over the years, and what personal learnings have you applied to your own development?
Coaching requires us to be role models for a growth mindset and lifelong learning, so my approach has been evolving from the very beginning. Early on, I was taught that clients had to do all of the work. Over time, I’ve come to see that while client ownership is essential, my active support can make a real difference.
Most recently, I’ve started working harder for my clients in very tangible ways. I’ll send them notes after our sessions, including reminders about the commitments they made to themselves. I also focus more on helping them craft a strong narrative about their coaching journey. That narrative not only highlights the progress they’ve made, but also helps them internalize their growth and truly recognize the value of the experience.
These changes may sound simple, but they’ve been transformative for my clients. By taking a more active role in reinforcing their progress, I’ve seen them integrate their learnings more deeply and sustain the changes long after the coaching engagement ends.
How do you incorporate feedback into your coaching practice to continuously improve?
Every coaching session naturally generates feedback. By asking clients what they’re taking away from our conversation, I get to learn in real time what had the most impact, what was useful, and what matters most to them.
At the start of every new engagement, I also make an agreement with clients that they’ll give me direct feedback. Sometimes, though, that’s difficult for them. Instead, the feedback comes indirectly — they start showing up late, or even missing sessions. To me, that’s excellent feedback too. When it happens, I reach out and acknowledge that something about the coaching or about me isn’t working for them, and I invite them to name it so we can work through it together.
What I’ve noticed is that clients who struggle to give feedback to their coach are often struggling to give feedback in other areas of their lives as well — at work, with their teams, or even at home. So when they practice with me, it’s not only transformative for our coaching relationship, it can also have a ripple effect in every part of their life.
Can you discuss an innovation in coaching that you believe is currently underappreciated but has the potential to significantly impact the field?’
One of the biggest innovations in coaching is actually a simple one: people now (mostly) understand what coaching is. That’s a huge shift from when I started. Today, there are more coaches than ever before — which means more competition, of course, but also more demand. The growth of the field has led to greater specialization, which can feel daunting for new coaches trying to stand out, but it also means there’s more talent and diversity of approach available than ever.
The innovation I believe will most significantly impact coaching is the advent of AI coaching. AI can be a powerful tool, especially for clients who want to build specific skills and practice in real time. But it also raises the bar. Newer coaches who haven’t yet mastered the art of transformational work — the deeper, more human side of coaching — may find it harder to differentiate themselves. Ultimately, I think this will push the profession to clarify and elevate what makes coaching uniquely valuable: the ability to create true personal transformation.
In what ways can coaching address the evolving mental health needs of diverse populations in a digitally connected world?
I’m not a mental health expert, but I do think it’s a positive sign that conversations about mental health are now happening openly, even at work. That shift alone is a huge step forward.
What coaching can offer is a strong foundation. Coaching helps people design a home and work life that truly honors their own needs, which naturally supports mental well-being. It also creates a rare kind of space; time to pause and hear themselves think in the middle of all the digital noise and constant information. In that space, people can reconnect with who they really are and what matters most to them. That kind of clarity is a powerful recipe for stability, confidence, and resilience in a digitally connected world. If a client can really use some time with a therapist, that will surface in coaching as well.
How do you foresee artificial intelligence and machine learning transforming the coaching industry in the next decade?
I actually just published an article on this, AI Can Inform — But Only People Transform, which might be worth pointing to. I’ve always loved technology, in fact, I co-created the very first coaching management system to help clients prepare for and get the most out of their coaching and to support coaches in using a consistent approach.
I see AI as incredibly useful, particularly for information gathering and for helping clients practice and improve specific skills. It can make coaching more accessible and give people tools to support their growth between sessions.
But the bottom line is this: AI can’t love its users. It can’t offer unconditional regard or be the compassionate witness to a person’s whole journey. It can’t offer contextualization for experiences. Only another human can do that. That’s what will always make coaching a profoundly human profession.
What role do you believe ethical considerations and privacy concerns will play in the future of coaching, especially with the increased use of digital platforms?
Ethics and privacy are absolutely central to the future of coaching. Clients won’t tell the truth if they don’t feel safe — and if they can’t be fully honest, they’ll miss the critical insights that could make the biggest difference for them.
Digital platforms are wonderful for certain things: generating information, keeping records, and tracking progress over time. That is what matters to the organizations who invest in coaching their people. But they aren’t what helps people uncover what truly matters most. That happens in the coaching conversation. And that conversation is sacred. It has to be protected if coaching is going to continue to create real, lasting transformation.
Could you list and briefly explain “Top 5 Trends Shaping the Future of Coaching” based on your experiences and insights? If you can, please share a story or example for each.
1 . Competition from AI
AI tools are becoming more accessible and will play a growing role in assessing skill gaps, skills-building and information gathering. Coaches will need to clearly articulate the value they bring that AI cannot replicate — things like compassion, unconditional regard, and the ability to be a trusted witness to a client’s journey. For example, I’ve seen clients make transformational breakthroughs not because of a tool, but because someone held space for them in a moment of doubt. That’s irreplaceable.
2 . More Competition in the Field
The coaching profession has exploded, and while this is a sign of growth, it also means coaches must differentiate themselves. Newer coaches especially will need to identify what makes them unique so they can attract their ideal clients. Early in my career, I leaned on my background in acting to attract actors as my first clients; it gave me a niche and a natural entry point. I ended up branching out to other creative professionals and to this day I still do my best work with creative geniuses. Coaches today will need to do something similar.
3 . Marketplace Confusion
There’s still confusion created by “gurus” or consultants who market themselves as coaches but are really offering advice or canned programs. That mislabeling can dilute and even mislead people about what coaching truly is. I’ve often had clients come to me after working with someone who called themselves a coach but never actually coached them — their relief when they experience the difference is striking. The profession will need to keep educating the public about what authentic coaching looks like.
4 . Coaching Skills Spreading to Other Professions
We’re seeing the coaching mindset, the use of a coaching process and coaching skills move beyond traditional coaching into fields like medicine, law, and teaching. Professionals in these areas are recognizing the power of listening deeply, asking better questions, and empowering others to find their own solutions. I’ve worked with physicians who began applying coaching skills with patients and saw trust and compliance improve dramatically. This blending will continue to expand the impact of coaching principles.
5 . Coaching Skills for Leaders and Managers
Organizations are increasingly recognizing that leadership is about more than results, it’s about people. The Coach Approach is becoming essential for managers: paying attention to the whole person, leading with values, and building discipline around communication. I’ve seen leaders who embraced this approach not only improve team performance but also retention and morale. It’s one of the most powerful ways coaching will influence the future of work.
How do you envision the integration of coaching within organizational cultures changing the landscape of leadership and employee development?
This is a tricky area, because the role of a professional coach and the role of a leader overlap but aren’t the same. A coach’s number one agenda is always the best interest of the client. A leader, on the other hand, has to balance competing priorities — the best interest of the organization, the team, and then the individual.
That said, the quality of attention a leader gives to an individual can have an enormous impact. When employees feel truly seen and supported, they feel safe to do their best work and are more engaged in the long term. It also builds trust, which makes it much easier for managers to deliver feedback — a responsibility many leaders avoid because they fear “de-motivating” their people. Using a coach approach helps managers give feedback in a way that strengthens, rather than undermines, engagement. Over time, that shifts the culture of the team.
Another way coaching is transforming organizations is through internal coaching teams. Many companies now invest in trained internal coaches, so employees can access support quickly when they need to process challenges, clarify their thinking, and create actionable plans. It’s a simple but powerful way to reduce drama in the system and keep people moving forward with clarity and confidence.
What do you see as the biggest challenge facing the coaching industry today, and how might we overcome it?
Other than the very real question of how AI will influence the profession, I believe coaching is here to stay. Over the past thirty years, we’ve worked hard to define what coaching is — and perhaps even more importantly, what it isn’t. We’ve differentiated it from other helping modalities and established clear standards and competencies for practice.
One of the biggest ongoing challenges, though, has been people with little training or even questionable intentions calling themselves coaches. Unfortunately, that undermines the credibility of the profession and sometimes makes us the subject of ridicule. I don’t think that problem is going away. The best way forward is to educate coaching buyers — encouraging them to vet coaches carefully and to insist on certification and adherence to ethical, professional standards. That’s how we protect both the integrity of the field and the impact it can have.
What is one long-term goal you have for your coaching practice, and how are you working towards it?
One of my long-term goals is to eventually focus exclusively on pro-bono coaching for leaders who are dedicated to improving the human condition. I’ve already done quite a bit of that work, and it’s deeply fulfilling, so I know I’m headed in the right direction.
Another goal is to transfer as much knowledge as possible — both to clients and to the wider coaching community. After decades in this field, I feel a responsibility to share what I’ve learned so that others can carry it forward, adapt it, and build on it. For me, that’s how the impact of coaching continues to grow long after my own practice winds down.
How can our readers continue to follow your work?
The best way to keep up with my work is on LinkedIn at MadeleineHoman. You can also find my weekly blog at Blanchard.com — an advice column that lets me indulge my desire to give advice, which I expressly don’t do when I coach!
Thank you for offering such valuable insights into the future of coaching. We look forward to seeing your work continue to reach new heights, and we wish you continued success.
About the Interviewer: Chad Silverstein is a seasoned entrepreneur with 25+ years of experience as a Founder and CEO. While attending Ohio State University, he launched his first company, Choice Recovery, Inc., a nationally recognized healthcare collection agency — twice ranked the #1 workplace in Ohio. In 2013, he founded [re]start, helping thousands of people find meaningful career opportunities. After selling both companies, Chad shifted his focus to his true passion — leadership. Today, he coaches founders and CEOs at Built to Lead, advises Authority Magazine’s Thought Leader Incubator.
Madeleine Blanchard On The Top 5 Trends Shaping the Future of Coaching was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.