‘The real question is not whether machines think but whether men do’. B.F Skinner’s cry for critical thinking rings as true today as when it was written in 1969. In today’s volatile, uncertain, complex and ambiguous world, HR departments might look to AI to offer coaching support for their organisations. However, as a coach and coaching tutor, I believe the question is not whether to use AI in coaching, but how to adapt and evolve human-led coaching in service of the client.

AI assisted coaching may be cheap, but it is not good value

Research shows that coaching offers significant positive effects for the individual and the organisation. However, it remains out of budget for many. As the demand for coaching increases globally, using AI to fill the gap is understandable. Replacing human coaches with AI bots is cheaper.

However, it is not better value. In fact, far from democratising or enhancing coaching, an irresponsible hastiness to adopt AI in coaching risks eroding its value.

The value of feeling heard  

AI might facilitate much of the admin involved in coaching, for example automating session timing reminders, or extracting insights from data rich psychometric reports. However, it cannot replace the core of tenets of coaching – listening, cultivating trust, evoking awareness and facilitating growth.

In a world full of noise, being heard is a deeply human need. While algorithms might assist our ability to empathise on a cognitive level by analysing voice patterns or tracking eye movements, only humans can empathise on an affective level. The International Coaching Federation’s Code of Ethics calls for coaching based on professionalism, collaboration, equity, humanity, and excellence. Coaching via AI bots might avoid some of the pitfalls of less experienced or less principled coaches, but only human coaching offers the dignity and respect that comes with deep listening. AI style coaching might avoid being bad, but only human coaching can be excellent.

Coaching safely for results

In a 2024 UK government report on attitudes to AI, key concerns included unauthorised sales of personal data, insufficient security measures, and limited control over data. While the potential for human error in data management exists, accredited coaches must abide ethical codes of conduct, including the professional management of sensitive data. If knowledge is power, confidentiality is key. For clients working in the upper echelons of an organisation the reassurance of confidentiality built on human trust trumps any AI data policy, and this reassurance impacts the coaching experience. In this way, high quality one-to-one in-person coaching might not just be more secure than an AI equivalent, it also feels it. This reassurance frees up creative thought processes, in turn boosting the potential for client growth.

Similarly, while some AI tools might claim hyper personalisation, isn’t the ultimate personalisation knowing that you are being listened to by a real person? Good coaches partner with their clients to set meaningful goals and offer accountability. Unlike online notifications human coaches cannot be simply swiped away.

The evolving world of coaching

The development of AI in coaching has forced complacent coaches to pull their socks up or look for another job. It has cheered on expert coaches replying not on gimmicks but psychological rigour. While AI may replace human coaches who rely on simplistic, model-based approaches, it cannot replace human coaching focused on deep listening and transformational change.

Far from a democratisation of coaching, a two-tier offer in coaching may now emerge. AI bots may churn out advice to the masses, while highly qualified human coaches will continue as prized specialists, supporting transformational change for a fortunate minority. Barefoot Coaching’s mantra is ‘making the world a better place through excellent coaching’ and it is doubtful how a two-tier system will advance this.

The real solution for gaps in coaching

Coaching might be out of budget for some, and feel intimidating for others, but simply replacing human coaches with AI is not the solution. Coaches and their sponsors must do better. Leaders can learn to embrace a coaching mindset and spread a positive ripple effect throughout the organisation. Coaches can learn how to adapt their practice to suit different learning styles and needs.

The solution for making coaching better is not to replace it with AI, but to do better. For many firms, so-called AI coaching may seem like a cheaper shortcut, but it is not, nor will it ever replace real coaching with a human.

barefootcoaching.co.uk