Charise Beckett Of P.O.I.S.E. Leadership Consulting On The Top 5 Trends Shaping the Future of Coaching
Historically, coaching was brought in when a leader was in trouble. That’s changing.
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 Charise Beckett
Charise Beckett is the founder and principal consultant of P.O.I.S.E.™ Leadership Consulting, where she helps high-performing leaders align wellness, strategy, and influence for sustainable impact. She is also the creator and host of Queens Behind the Scenes, a podcast spotlighting the real stories of women navigating leadership, legacy, and life. With over two decades of experience across executive roles in both corporate and nonprofit sectors, Charise blends deep strategy, cultural intelligence, and resilience to help leaders thrive at the top without burning out.
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 started my journey by being coached myself. As a young professional, I was always curious — eager to understand not just how things worked but also why people behaved the way they did in leadership roles. Early on, I realized that behind every high performer was often a web of unspoken pressure, unclear expectations, and burnout that no one talked about. When I received my first executive coach, it opened something up for me. I saw how powerful it is to have someone mirror your blind spots with care and strategy — not criticism. That experience ignited my passion for leadership psychology, and I knew I wanted to create that same space for others. But the early days weren’t glamorous. I was building a coaching practice while holding demanding leadership roles in HR. I had to navigate self-doubt, imposter syndrome, and the pressure to “have it all figured out” while guiding others. I quickly learned that true coaching isn’t about having answers — it’s about asking the right questions, even when they’re uncomfortable. That clarity has shaped everything I’ve built since.
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?
For me, three traits that were instrumental to my success were always staying curious and being a lifelong learner, having the courage to lead through uncertainty, and practicing strategic empathy.
Curiosity and Lifelong Learning
It’s imperative to always stay learning — not just in books or certifications, but by staying observant and open in every room you enter. Early in my career, I sat in on a strategy meeting well above my pay grade. Most people stayed quiet, but I asked a question that sparked a bigger conversation about our talent strategy. Later, a VP pulled me aside and said, “Don’t stop asking questions. That’s how we’ll innovate.” That stuck with me. I’ve built my leadership on staying a student — even now as a coach and consultant.
Courage to Lead Through Uncertainty
I once stepped into a leadership role during a major merger and cultural overhaul. No one had clear answers. What I did have was the courage to admit what we didn’t know — and the willingness to create structure in the chaos. I designed a listening tour, built a change narrative, and invited people into the process. It taught me that courage isn’t about pretending to have it all figured out — it’s about moving forward anyway, and bringing others with you.
Strategic Empathy
Empathy gets a bad rap as being too “soft,” but I’ve learned it’s one of the most strategic tools a leader can have. I once had a high-performing leader on the verge of burnout. Instead of focusing on metrics, I asked her how she was really doing. That one conversation led to redistributing her workload, retaining her long-term, and reinforcing psychological safety across the team. Empathy saved her career — and shaped our culture.
Can you share your favorite “Life Lesson Quote”? Why does that resonate with you so much?
The “Life Lesson Quote” that sticks with me is one from my mom: “All they can do is tell you no.”
It sounds simple, but it shaped the way I approach everything — from asking for opportunities to negotiating deals and advocating for myself and others. That quote reminded me that fear of rejection should never be bigger than the possibility of what could happen if you just ask.
I recall applying for a stretch role early in my career that, on paper, I wasn’t technically “qualified” for. I hesitated, but my mom’s voice rang in my head. I applied, advocated for myself in the interview, and not only got the role — I opened a new door that forever changed my career trajectory.
Her words have become my mindset: ask boldly, stand confidently, and let the “no” be their problem, not your limitation.
What are some of the most interesting or exciting projects you are working on now? How do you think that might help people?
Right now, I have numerous exciting projects in development, but my book and the P.O.I.S.E.™ Psychometric instrument are by far the most meaningful and transformative. The book introduces the P.O.I.S.E.™ framework — Precision, Optimization, Influence, Strategy, and Endurance — a new leadership model designed for the modern executive who seeks to lead with clarity and capacity. It’s not about hustle culture or vague advice; it’s a practical roadmap for sustainable, grounded leadership. However, the true breakthrough lies in the P.O.I.S.E.™ Psychometric Assessment, which revolutionizes leadership diagnostics. Unlike most assessments that categorize people into static types, this one is dynamic. It gauges how effectively a leader balances performance and well-being across the five P.O.I.S.E.™ pillars and how that balance shifts under pressure. It offers leaders a real-time view of their leadership stance — identifying areas of alignment, tension, and potential burnout or misalignment. It’s more than a reflection tool — it’s a tool for recalibration. This shifts the way we develop leaders, design coaching programs, and build organizational culture — shifting from generic playbooks to the actual lived experiences of their people. And that’s the future of leadership. Unlike DISC, MBTI, or CliftonStrengths (all excellent tools for their specific purposes) — which focus on static traits, preferences, or talents — the P.O.I.S.E.™ assessment measures how leaders perform, adapt, and sustain impact under real-world pressures. It integrates Precision, Optimization, Influence, Strategy, and Endurance into a dynamic framework that not only diagnoses strengths and risks but also provides a customized growth plan. This makes it both a performance measure and a sustainability strategy, designed specifically for executives and high-impact leaders.
Without saying any names could you share a particularly memorable success story from your coaching career?
One of my most memorable coaching clients was a director at a midsize nonprofit who had spent years quietly carrying more than her fair share — always the go-to person, always saying yes, even when it cost her peace or time at home. She wasn’t looking to leave or get promoted — she simply didn’t want to feel resentful by Thursday. Through our sessions, we focused on small but intentional shifts: identifying what she really needed from her team, practicing graceful ways to say no, and redesigning her weekly schedule to stop treating lunch as a luxury. A few months later, she told me she’d started reading for pleasure again and had finally blocked Friday afternoons to focus on strategy instead of back-to-back fire drills. Her title didn’t change — but her sense of ownership over her time, energy, and voice did. And that ripple effect changed everything.
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?
Well, it’s changed based on my experiences. The more I advanced, the more I became aware of what high-achieving leaders were really struggling with — beyond the surface-level metrics and performance reviews.
At first, I thought coaching was primarily about helping people set goals and stay accountable. But over time, I realized it’s so much deeper than that. It’s about helping leaders untangle the hidden pressure they carry, the narratives that drive them, and the blind spots that even success can’t hide.
As I grew in my own leadership journey, I started applying what I learned in the boardroom, in burnout, and in breakthrough moments to how I coach. I now approach coaching as a space for strategic restoration — a place where high-performing leaders can pause, reflect, and recalibrate without judgment.
That shift is also what led me to create the P.O.I.S.E.™ framework. I needed something that could hold both ambition and well-being in the same breath — because real leadership development isn’t just about building stronger leaders, it’s about building sustainable ones.
How do you incorporate feedback into your coaching practice to continuously improve?
Feedback is key to improving any project, piece of work, or relationship — and coaching is no different. I treat feedback as a mirror, not a critique. It helps me understand not just what’s landing, but how and why it’s landing — emotionally, strategically, and practically — for the person I’m coaching.
That said, I’m also intentional about validating the feedback. Where is it coming from? What’s the context? And what does it reveal about the coaching relationship or the moment we’re in? Not all feedback is created equal, but all of it tells a story — and I listen closely to what’s beneath it.
That’s why I have my own coach. I believe every great coach should also be coached. It keeps me grounded, sharp, and accountable to my own growth. I’m not just here to guide others — I’m constantly doing the work too. Coaching is a living, evolving practice, and feedback is the pulse that keeps it honest and effective.
Can you discuss an innovation in coaching that you believe is currently underappreciated but has the potential to significantly impact the field?
Honestly, one innovation I think is still flying under the radar is energy mapping — not just time management, but actually aligning your calendar and decision-making with the times of day or week when you’re most mentally sharp, emotionally grounded, or socially available. It sounds simple, but when leaders start organizing their work around their natural rhythm instead of forcing themselves into traditional productivity molds, the difference is huge.
It’s not always about adding more coaching models or frameworks — it’s about helping people build internal awareness and design their leadership flow accordingly. When someone realizes they make their best strategic decisions on Wednesday mornings, or that their team energy dips at 3 p.m. and that’s not the time for hard conversations, that insight becomes a game-changer. It’s practical, personal, and powerful — and I think we’re just scratching the surface of how it can reshape the coaching field.
In what ways can coaching address the evolving mental health needs of diverse populations in a digitally connected world?
As an HR practitioner and an Executive/Leadership Coach, one of the data points I noticed was the uptick in mental health needs, especially during COVID. The pandemic not only blurred the boundaries between work and home life, but also amplified stressors for underrepresented and marginalized groups who were navigating inequities both inside and outside the workplace. Coaching, when adapted to our digitally connected world, can provide culturally responsive support, leverage virtual platforms for accessibility, and integrate strategies that address burnout, resilience, and psychological safety — ensuring leaders and employees alike can thrive in an environment that is increasingly complex and interconnected.
How do you foresee artificial intelligence and machine learning transforming the coaching industry in the next decade?
I see AI and machine learning becoming powerful partners in coaching — offering real-time insights, pattern recognition, and predictive analytics that can help leaders see around corners. Instead of replacing the human connection, these tools can personalize development plans, track progress more precisely, and surface trends that might otherwise go unnoticed. Within the P.O.I.S.E.™ framework, AI could enhance how we measure and strengthen the five pillars — Precision, Optimization, Influence, Strategy, and Endurance — by turning data into actionable strategies that help leaders grow faster, sustain performance longer, and adapt with greater confidence in an increasingly complex world.
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?
Ethical considerations and privacy will be central to the future of coaching, especially as more client interactions, assessments, and progress tracking move online. Trust is the foundation of any coaching relationship, and in a digital environment, that trust hinges on how securely we handle data, how transparently we use technology, and how diligently we safeguard confidentiality. In my work with the P.O.I.S.E.™ framework, I believe it’s not enough to deliver insights — we must also ensure those insights are protected, used responsibly, and aligned with the client’s goals, so leaders can engage fully without fear their personal growth journey will be compromised.
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. The Rise of Leadership Sustainability as a Metric
In my executive HR role during COVID, I watched incredibly capable leaders burn out — not because they lacked skill, but because they lacked systems to sustain performance.
Trend: Organizations are moving beyond competency checklists and starting to measure how leaders sustain their impact over time.
Story: I worked with a senior leader who was hitting every quarterly goal but privately admitted she was “running on fumes.” Through the Endurance and Optimization pillars of the P.O.I.S.E.™ framework, we redesigned her schedule, introduced recovery windows, and restructured team workflows. Six months later, her results were still strong, but her energy and presence were markedly better.
2. Integration of Data-Driven Insights with Human Coaching
Too often, leadership development feels like art without science — or science without humanity. The future blends both.
Trend: The best coaching will integrate psychometric assessments, AI-driven insights, and human interpretation to create deeply personalized strategies.
Story: When I began validating the P.O.I.S.E.™ assessment, I saw how leaders lit up when the data reflected not just what they did well, but how their performance habits were either fueling or draining them. Numbers gave them clarity; the coaching conversation gave them direction.
3. Cultural Intelligence as a Core Leadership Competency
The “global workplace” is no longer a trend — it’s the baseline. Leaders who lack cultural intelligence will struggle to build trust and credibility.
Trend: Coaching is increasingly focusing on helping leaders navigate cross-cultural teams, hybrid work norms, and inclusive decision-making.
Story: I once coached a leader whose team spanned four countries and three time zones. He was unintentionally excluding key contributors by scheduling meetings at times that were convenient only for the HQ team. By reframing the Influence pillar to include cultural consideration, he improved team engagement scores within one quarter.
4. Demand for Values-Aligned Leadership
Post-pandemic, employees are less willing to follow leaders whose actions don’t align with stated values.
Trend: Coaching is shifting toward helping leaders embody their organization’s purpose in day-to-day decisions.
Story: In one engagement, I worked with a VP who was a brilliant strategist but often dismissed wellness initiatives as “soft stuff.” After we connected wellness to his own Precision and decision-making quality, he began modeling healthy boundaries — and saw not only a 15% drop in turnover but also a more innovative team culture.
5. Coaching as a Preventative Measure, Not a Last Resort
Historically, coaching was brought in when a leader was in trouble. That’s changing.
Trend: Forward-thinking organizations now see coaching as part of leadership onboarding, high-potential development, and succession planning.
Story: I recently coached a newly promoted executive before she even started her role. By proactively working through the Strategy pillar of P.O.I.S.E.™ , she entered the position with a clear 90-day plan, an influence map, and mental resilience practices. As a result, her transition was seamless, and she avoided many early missteps that often derail first-year executives.
How do you envision the integration of coaching within organizational cultures changing the landscape of leadership and employee development?
I envision coaching becoming less of a “perk for a select few” and more of an embedded cultural norm — woven into how organizations grow leaders, solve problems, and retain talent. In my experience, when coaching is part of the organizational DNA, it shifts leadership from a directive model to one rooted in curiosity, active listening, and shared accountability. Through the P.O.I.S.E.™ framework, I’ve seen how equipping leaders with the skills to sustain performance, optimize resources, and influence with integrity not only elevates executive capability, but also creates ripple effects — building teams that are more engaged, agile, and resilient in the face of change. This cultural shift transforms coaching from a remedial intervention into a strategic driver of both individual and enterprise success.
What do you see as the biggest challenge facing the coaching industry today, and how might we overcome it?
One of the biggest challenges I see in the coaching industry right now is the flood of “quick fix” promises — programs that offer instant transformation without the depth or rigor needed for real, sustainable change. This can erode trust in the profession and leave leaders feeling skeptical about coaching’s value. The way forward is to double down on quality, credibility, and measurable impact — using frameworks like P.O.I.S.E.™ that combine evidence-based tools, real-world leadership experience, and personalized strategies. When we show leaders not just insight, but a clear path to apply that insight in the pressures of daily life, we rebuild trust and demonstrate that coaching isn’t about shortcuts — it’s about lasting growth.
How can our readers continue to follow your work?
The best way to stay connected is through LinkedIn or my website, www.have-poise.com, where you’ll find updates on my upcoming book, tour dates, consulting opportunities, and links to all my social platforms. You can also follow me on Instagram @charise.beckett, where I share daily leadership gems rooted in the P.O.I.S.E.™ framework and assessment. Because P.O.I.S.E.™ is an entire ecosystem, you’ll also catch powerful insights and updates through conversations on my podcast, Queens Behind the Scenes — designed to inspire, challenge, and equip women at every stage, but filled with takeaways for everyone. Catch it wherever you stream music or on YouTube.
Thank you so much for sharing these important insights. We wish you continued success and good health!
Charise Beckett 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.