Coaching as a Leader: How to Coach Individuals and Teams for Improved Performance by Jennifer Kidby

Overview

Coaching as a Leader: How to Coach Individuals and Teams for Improved Performance by Jennifer (Jen) Kidby aims to show how coaching isn’t just a “nice to have” but a core leadership capability.

The target audience seems to be senior leaders, executives, and experienced coaches, folks who already have some leadership chops and want to embed coaching more deeply into how their organisations run.

Kidby and contributors position coaching not as a separate “activity” but as woven into the employee lifecycle of onboarding, performance management, engagement, governance, etc.

So: it’s not a beginner’s manual so much as a bridging text from “I coach sometimes” to “I lead as coach everywhere.”

What works well (strengths)

Practical frameworks + real-world examples
The text gives models you can pick up and try, not just lofty theory. That helps when you’re sitting in front of people and need a tool in that moment.
Integration across the organisational lifecycle
Many books on coaching focus on one aspect (e.g. coaching conversations). Kidby goes broader, applying coaching to onboarding, engagement, performance reviews, culture, etc. That gives coherence.
Mindset shift emphasis
She doesn’t just tell you to “do more coaching.” She argues for a shift: from directive “I tell you what to do” to more curious, dialogue-oriented leadership. That’s needed, because many leadership models still favour command & control.
Credible authorship & collaboration
The book is backed by the Association for Coaching and written by practitioners & senior professionals. That lends both breadth (multiple voices) and authority.
Clear structure and readability
It’s not so dense that you need a translator. For its intended audience, it’s digestible. The tools, frameworks, “how to” parts are well signposted.

What’s less convincing / opportunities for critique

Scope vs depth trade-off
Because Kidby tries to cover the full employee lifecycle and multiple levels (individuals, teams, culture), some topics feel skimmed. If you want depth on, say, conflict coaching, or coaching during crises, you might not find enough there.
Assumes some coaching literacy
If you are brand new to coaching, some parts might feel jargony or assume prior knowledge. The text isn’t always gentle with novices.
Organisational constraints underplayed
It’s one thing to say “embed coaching everywhere” it’s another to deal with budget, culture resistance, legacy hierarchies, performance metrics, etc. The tension between ideals and messy realities is sometimes acknowledged but not always fully wrestled with.
Measurement & ROI challenges remain fuzzy
The book talks about delivering ROI from coaching in organisations. But in practice, measuring coaching’s impact is notoriously tricky. I’d have liked more depth (or case studies) showing where the numbers clearly moved and how.
Potential echo chamber effect
Because the book is written by and for people already committed to coaching, it sometimes reads like reinforcement of ideas rather than argument that challenges sceptics. If your organisation is sceptical or hostile toward coaching, the text might not always offer the push you’ll need to convince hardline stakeholders.

What I walked away with (and what I’d try)

The idea that “you lead as coach” not just “you coach sometimes” is powerful. It shifts how you see interactions.
I’d be more intentional about installing coaching at structural touchpoints (onboarding, reviews, even exit interviews).
I’m curious how to pilot measurement frameworks in a controlled way - use what the book gives but test in small slices.
I would not lean entirely on this book as the source; when deeper or more contentious coaching issues arise (e.g. power dynamics, resistance, structural injustice) I’d supplement with other authors.

Bottom line

This book is a strong, solid addition to the “leadership + coaching” shelf especially if you’re able to influence culture, not just coach a few people. It won’t solve all your leadership or organisational challenges, but it gives direction, usable tools, and mental scaffolding.