This interview is with Trayton Vance, CEO and Founder at Coaching Focus Ltd.

Trayton Vance, CEO and Founder, Coaching Focus Ltd

Can you tell us about your journey into coaching-led leadership and how you became a champion for workplace transformation?

My journey into coaching-led leadership may surprise you. It began over 25 years ago in the Royal Marines. I noticed something that sparked my curiosity. Marines followed orders precisely, but they thought for themselves when it mattered. Under pressure, they showed initiative, made decisions, and stepped up without waiting to be told. I wanted to understand why.

So I invited a professor from Plymouth University to the Commando Training Centre. She introduced me to a word that was still new in leadership circles — coaching. That conversation was pivotal. I realized what we were doing — empowering decision-making, encouraging ownership, and thinking critically — was coaching in action.

We began to codify that approach and created a Coaching Academy within the training centre. We made coaching a deliberate part of our leadership style. It didn't replace command — it strengthened it. Morale, initiative, and trust all improved. We'd found a leadership DNA we could truly develop.

When I left the Royal Marines, I went on to study an MBA. That's where I realized my passion wasn't just business — it was people. I saw clearly that leadership wasn't about control, it was about connection.

After the MBA, I joined a consultancy and worked across the US, Asia, and Europe. It was fast-paced, but after 18 months, I knew I wanted to build something more values-driven.

That's when I launched Coaching Focus.

For the past 20 years, we've worked with forward-looking organizations to build coaching capability across leadership. From individuals to teams, from culture to strategy, we help businesses transform — not through quick fixes, but through deep, sustainable leadership growth.

Coaching isn't a trend. It's a timeless mindset that builds trust, inspires performance, and fuels engagement.

It started for me with a question on a training ground.

And it's become a lifelong mission — to help leaders everywhere lead with purpose, empathy, and impact.

What inspired you to focus on coaching as a core leadership style, and how has this approach evolved throughout your career?

My inspiration to focus on coaching as a leadership style began over 25 years ago, during my time in the Royal Marines. I saw something that stayed with me. Marines followed orders, yes — but when it mattered most, they thought independently. They made fast, smart decisions under pressure. That blend of discipline and autonomy fascinated me. Why were they so effective? What was behind that ability to think for themselves?

I brought in a professor from Plymouth University to explore this further. He introduced me to a new concept in leadership — coaching. It was early days for coaching as a recognized discipline, but it gave a name to something we were already doing instinctively: creating space for thinking, developing ownership, and supporting growth.

That moment changed the way I saw leadership. We codified what we were doing at the Commando Training Centre and launched a Coaching Academy to embed coaching into our training approach. This wasn't about removing command — it was about enhancing it with deeper connection and trust. It worked. Confidence, morale, and initiative all soared.

After leaving the Marines, I pursued an MBA and quickly realized that my passion in business wasn't spreadsheets or systems — it was people. I joined a consultancy and worked across the US, Asia, and Europe. The experience was intense and rewarding, but I wanted to focus on helping organizations build human-centered leadership at scale.

That led me to found Coaching Focus.

Over the past 20 years, this approach has evolved from a gut instinct to a structured, scalable leadership methodology. We've worked with global organizations to develop coaching capability that transforms individuals, teams, and entire cultures.

Today, coaching is not just a skillset — it's a mindset. It's how leaders build trust, empower growth, and lead with purpose. And it's never been more relevant than in the world of work we're navigating now.

What inspired me then still drives me today — the belief that great leadership isn't about control. It's about connection, curiosity, and unlocking the best in others.

You've mentioned the 'great rebalance' in previous interviews. How do you see coaching-led leadership addressing the challenges of this shift, particularly in managing multi-generational workforces?

The "great rebalance" is a powerful lens through which to view today's workplace. We're not just adjusting to hybrid models or flexible hours — we're fundamentally redefining how work fits into life. And with five generations now in the workforce, each bringing different values, expectations, and experiences, the old one-size-fits-all leadership model doesn't work.

That's where coaching-led leadership shines.

Coaching isn't about age or background. It's about understanding the individual. It creates space for real dialogue, not just direction. Leaders who coach ask more, tell less. They listen deeply. They adapt their approach to suit the person in front of them. And that's exactly what a multi-generational workforce needs.

Older generations may value structure and loyalty. Younger colleagues might seek purpose, autonomy, and feedback. Coaching allows leaders to navigate these nuances with curiosity instead of assumption. It builds bridges across generational gaps by focusing on strengths, values, and shared goals.

It also helps balance the shift in power dynamics. Employees now expect a voice, not just a role. They want development, not just direction. Coaching-led leaders are equipped to meet these needs — empowering growth, fostering trust, and driving engagement across the board.

So in this era of rebalance — between life and work, values and performance, tradition and transformation — coaching isn't just helpful. It's essential.

Because when leaders meet people where they are, everyone moves forward. Together.

Can you share a specific example of how you've used coaching techniques to help an organization navigate a significant cultural shift or period of uncertainty?

One example that stands out is our work with an engineering organization navigating a major leadership transition. The outgoing CEO had a traditional, top-down style. The incoming leader wanted a more collaborative, coaching-led culture. But shifting leadership mindsets at scale is no small feat, especially in a high-pressure, fast-moving environment.

We began by coaching the executive team on what needed to change and why it mattered. Through powerful questioning, reflective practices, and real-time feedback, we helped them move from giving answers to sparking thinking. They started to listen differently. Trust was rebuilt. Dialogue opened up.

Next, we supported leaders throughout the business with practical coaching skills — how to hold better one-on-ones, give feedback that fuels growth, and lead with empathy during uncertainty. It wasn't just about technique. It was about mindset. We created safe spaces for leaders to explore their own resistance, adapt their style, and lead with authenticity.

The shift didn't happen overnight — but it stuck. Within six months, engagement scores began to rise. Turnover slowed. Innovation picked up. And crucially, employees reported feeling more heard, more supported, and more invested in the company's future.

That's the power of coaching. It doesn't just steady the ship in stormy seas — it helps people steer it together, with confidence and clarity.

Your 'Perspective Coaching Circles' sound intriguing. Could you walk us through how you facilitate one of these sessions and a key takeaway you've observed from participants?

Perspective Coaching Circles are one of the most powerful spaces we hold. At their core, they're about slowing down to speed up. We bring leaders together — often from different teams, functions, or even organizations — and create a safe, structured environment for deep thinking and shared growth.

Here's how it works.

We start with a simple prompt or leadership challenge. Something real. Something raw. One participant brings a live issue they're facing — it could be a team conflict, a tough decision, or a big transition. The group's role? Not to fix. But to listen deeply and then ask powerful, coaching-style questions. No advice. No solutions. Just questions that spark clarity.

As a facilitator, I hold the space — encouraging curiosity, challenging assumptions, and keeping the energy grounded in respect and reflection. Silence isn't rushed. Emotions aren't avoided. And insights? They often emerge in the pauses.

One key takeaway I consistently hear from participants is this: "I didn't realize how much I needed that space to think."

Another common theme is surprise at the wisdom in the room. Leaders often discover that the answer isn't in the solution — it's in being asked the right question at the right time.

Perspective Circles remind us that we lead better when we think together. They reinforce a coaching mindset — one that values presence, inquiry, and perspective over pressure to perform.

And in today's noisy world? That's not just valuable. It's transformational.

In your experience, what's the biggest misconception leaders have about implementing a coaching approach, and how do you help them overcome it?

The biggest misconception? That coaching is soft—a nice-to-have, not a need-to-have. Many leaders assume it means going easy, avoiding tough calls, or endlessly talking about feelings. But that couldn't be further from the truth. Coaching isn't soft. It's strategic.

It's about helping people think sharper, act braver, and take real ownership. Coaching-led leadership isn't about stepping back—it's about stepping in with curiosity instead of control.

What I often say to leaders is, "Coaching doesn't slow you down. It helps you get the right things done, faster." Once they experience the impact—a direct report taking initiative, a tough conversation landing with clarity, a team unlocking new ideas—the lightbulb switches on.

To overcome the resistance, I start small. I introduce one coaching question they can try in their next 1:1. Then another. Then we reflect on what changed. That's where the shift happens—not in theory, but in practice.

Because coaching isn't about being a different kind of person. It's about being the kind of leader people choose to follow.

You've emphasized the importance of asking powerful questions in coaching conversations. Can you share one or two questions you find particularly effective in unlocking potential or driving change?

Powerful questions are the heartbeat of coaching. They interrupt autopilot, spark reflection, and create the space for real insight. And often, the most powerful ones are deceptively simple.

One of my favorites is: "What's the real challenge here for you?" It's a question that cuts through the noise. People often bring surface-level problems, but this helps them dig deeper. It shifts the focus from symptoms to root causes. It's incredible how often leaders pause, reflect, and say, "Actually, it's not the issue I thought… it's me not setting boundaries," or "It's the fear of failing." That's when real movement happens.

Another one I use often is: "What would great look like in this situation?" It lifts people out of the weeds. It invites vision. It helps them imagine a better outcome and from that place, they're far more motivated to act. It's future-focused, energizing, and opens the door to possibility.

Both questions work because they honor the person's ability to think for themselves. And that's the essence of coaching — not solving it for them, but helping them see it and own it.

Because when people see things clearly, they lead more courageously.

How do you see the role of technology in coaching-led leadership evolving, especially in the context of hybrid and remote work environments?

Technology is transforming how we lead — and when it comes to coaching-led leadership, it's a powerful enabler if we use it with intention. In hybrid and remote environments, tech bridges the physical gap. Platforms like Teams or Zoom allow for real-time connection, regardless of location. Digital tools can prompt reflection, track progress, and even surface insights through AI-powered coaching apps. It makes coaching more accessible, scalable, and consistent.

But here's the catch — coaching is still human at its core. It's not about having the perfect platform. It's about how you show up on it. Are you present? Are you listening fully? Are you asking questions that spark growth, or just ticking boxes?

What excites me is how tech can support leaders to build stronger habits. For example, setting reminders for regular check-ins, using asynchronous tools to give feedback thoughtfully, or capturing coaching conversations in ways that keep learning alive. We're seeing organizations leverage digital coaching hubs, learning pathways, and real-time nudges that make coaching a daily practice — not a once-a-month event.

As we move forward, the challenge won't be about having enough tools. It'll be about using them to deepen connection, not dilute it.

Technology should amplify the human touch in leadership — not replace it. That's the balance we must strike to lead well in this new world of work.