Why Internal Coaching May Not Be the Best Fit for Your Organisation
- tanyakabote
- Jul 29
- 4 min read
Internal coaching is gaining popularity as organisations seek cost-effective ways to enhance employee wellbeing and leadership skills. Both the International Coaching Federation (ICF) and CIPD note significant growth in internal coaching since 2020. However, there are critical factors to consider before choosing this approach for your organisation.
Is Confidentiality Guaranteed?
A 2024 study published by the Social Science Research Network highlighted internal coaching as one of the "least explored areas" in coaching research, with trust and confidentiality emerging as key concerns. This reflects what many employees experience, uncertainty around how private their sessions are when the coach is also embedded in the organisation.
Confidentiality is crucial for effective coaching. Employees are often reluctant to openly share their personal and professional struggles internally due to fears about repercussions on their performance evaluations, promotions, or relationships with colleagues. Without guaranteed confidentiality, coaching sessions become less effective, limiting their potential for meaningful impact.
It is simply not enough to say the session is confidential, given that those boundaries can already feel unclear or uncomfortable when the coach is a fellow employee within the same organisation. The existing workplace dynamics make it harder for individuals to feel completely safe and separate the coaching relationship from everyday professional hierarchies and politics.
The Additional Risk for Neurodivergent Employees
This concern becomes even more significant when considering neurodivergent employees, who often face extra barriers to being understood or supported at work. Many have had previous negative experiences when disclosing challenges, making them especially cautious.
Only 32% of neurodivergent UK employees feel adequately supported (CIPD & Birkbeck, 2024), and 1 in 3 do not feel safe enough to fully disclose their challenges internally. When confidentiality already feels compromised by coaching relationships that exist within the same organisational structure, it becomes even harder for neurodivergent individuals to engage in coaching openly or trust that their disclosures will not later be used against them, even subtly.
The Issue of Coach Readiness
Effective coaching requires specific expertise, training, and often lived experience. Many internal coaches lack not only formal coaching qualifications but also the broader interpersonal and psychological understanding needed to support a diverse range of employees. A recent analysis (SSRN, 2024) found that nearly 49% of internal coaches had received no formal training, raising questions about the consistency and quality of coaching being delivered. While coaching neurodivergent staff is a specialised skill in itself, there are often additional gaps in areas such as trauma-informed practice, cultural competency, and coaching through workplace conflict. Without these, even well-intentioned internal coaches may struggle to support staff in a way that feels safe, relevant, and impactful.
Conflict of Interest and Role Clarity
Internal coaches often balance multiple roles within an organisation. If the coach also working as the employee's manager or peer, clear boundaries can become harder to define. This role conflict can severely limit the effectiveness of coaching, making employees hesitant to be fully open about their needs or concerns. Simply seeing that person in another professional capacity can influence what is shared or withheld, as the perceived neutrality of the coaching space is compromised.
Limited Objectivity
Internal coaches naturally carry biases influenced by organisational culture, relationships, and internal politics. This bias can limit their ability to provide impartial, challenging, or innovative feedback, contrasting sharply with external coaches who bring fresh perspectives free from internal influences.
Skill Gaps and Coach Burnout
Adding coaching duties to already busy workloads without sufficient support can quickly lead to burnout among internal coaches. This burnout directly affects coaching quality and consistency, reducing trust and engagement from employees.
Considering Internal Coaching? Here's How to Get It Right
If your organisation still prefers internal coaching despite the limitations explored above, it is essential to ensure the structure, culture, and safeguards are in place to reduce the risks.
Clear Training and Certification: Internal coaches should be trained through recognised frameworks and held to high ethical standards. A tick-box course is not enough.
Separate Roles: Avoid assigning coaching duties to someone with direct authority over the coachee. Psychological safety depends on clear boundaries.
Confidentiality Policies: Policies must do more than state that coaching is confidential—they should address common fears around disclosure and reinforce how that information is protected.
Support and Supervision: Coaches need regular supervision and a space to reflect on their work. Without this, even well-meaning efforts can go off course.
Measure Effectiveness: Go beyond attendance or satisfaction scores. Look at what changes: are people more open, confident, or better supported after coaching?
While internal coaching has its benefits, the potential downsides, such as confidentiality concerns, lack of specialised training, conflicts of interest, and burnout, should not be overlooked. Organisations aiming for genuinely impactful coaching, especially for diverse and neurodivergent employees, may find external coaching solutions more suitable, objective, and ultimately more effective.
If you are considering external coaching support for your organisation, we offer experienced, inclusive coaching that is informed by real lived experience, professional training, and a strong understanding of workplace dynamics. Explore how our coaching can support your team: Visit our coaching page
