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Learning-Based Coaching: NEW Coaching Format Saves Time

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Learning-Based Coaching: What If Learning Didn’t End When the Lesson Ended?

Organizations invest tremendous time and resources teaching people new skills. Employees attend workshops, watch videos, complete online courses, listen to podcasts, read books, and participate in leadership programs.

But there is still one important question:

What happens after the learning?

Too often, the answer is very little.

The employee completes the lesson, checks the box, and returns to work. We assume that because someone learned something, they will automatically apply it. Yet there is a significant difference between knowing something and consistently doing something.

That's where Learning-Based Coaching comes in.

Learning + Coaching + Application

Learning-Based Coaching intentionally connects three components:

LEARNING → COACHING → REAL-WORLD APPLICATION

Learning builds the knowledge and awareness. It can come from virtually anywhere—a podcast, video, workshop, seminar, book, webinar, or an online learning platform.

But instead of stopping there, we embed coaching directly into the learning experience.

After a lesson, the learner might be asked:

What did you learn?

What did you learn about yourself?

Where could you apply this immediately?

What could get in your way?

What specific action will you take?

How will you know you're making progress?

Suddenly, we're not simply asking someone to consume information. We're asking them to think about what they're going to do with it.

Coaching Becomes the Bridge

I like to think about coaching as the bridge between learning and performance.

Learning can tell us what and why.

Coaching helps us determine how.

Application shows us whether we can actually do it.

For example, imagine an employee completes a 10-minute lesson on giving better feedback.

Traditional learning might end with a knowledge check.

Learning-Based Coaching continues.

The employee answers reflection questions, identifies someone with whom they need to practice the skill, completes a real-world learning project, reflects on what happened, and identifies what they need to improve next.

That's a very different learning experience.

QALMS Can Drive the Application

At Progress Coaching, we can use our QALMS coaching methodology to help turn learning into action:

Q — Questions: Create reflection, awareness, and critical thinking.

A — Activities: Give people opportunities to practice what they're learning.

L — Learning Projects: Take the learning directly into real workplace situations.

M — Motivator: Connect development to something personally meaningful to the learner.

S — Supplemental Coaching: Continue supporting the person after the formal learning experience.

Now the learning isn't isolated.

It becomes a continuous development experience.

Technology Makes This Even More Interesting

Think about what becomes possible when Learning-Based Coaching is embedded into an online learning platform.

An employee watches a short lesson.

Then answers coaching questions directly inside the lesson.

At the end, they complete a short assessment.

Their responses can identify strengths, opportunities, confidence levels, or areas requiring additional development.

Those results can then generate additional coaching for the employee—and potentially coaching guidance for their manager.

The process becomes:

Learn → Reflect → Assess → Coach → Apply → Reinforce → Grow

And that cycle can happen repeatedly.

What If Managers Could See the Learning Differently?

There is another powerful advantage.

Managers traditionally see learning through things like completion rates.

"Tim completed the course."

That's useful, but imagine instead giving the manager insight such as:

Here's what Tim learned.

Here's what Tim wants to apply.

Here's where Tim feels confident.

Here's where Tim is struggling.

Here are three questions you can use to coach Tim this week.

Now learning isn't separate from leadership.

Learning actually creates the next coaching conversation.

That's a fundamentally different model.

Learning Should Produce Evidence of Change

Ultimately, organizations shouldn't measure the success of learning exclusively by asking:

"Did they complete it?"

We should also ask:

What did they learn?

What did they practice?

What did they apply?

What behavior changed?

What result improved?

That's the opportunity behind Learning-Based Coaching.

We're not replacing training.

We're making training more actionable.

We're not adding coaching as another initiative.

We're embedding coaching inside the learning process.

And we're not asking managers to become full-time coaches.

We're giving them better information and better questions so they can reinforce what their people are already learning.

Learning builds knowledge.

Coaching builds insight and capability.

Application turns both into results.

The future of workplace development may not be about choosing between training or coaching.

It may be about intentionally combining them.


Welcome to Coaching Conversations

We have created a NEW and Innovative line of books called Workplace Coaching Books. These books use QR codes with embedded audio and video lessons speaking directly to the reader. Each book comes with assessments and journal based coaching pages where they document what they've learned and what they've applied. In addition each book comes with the self analysis link that prompts them to share what they've learned and what they've put into action leading to greater learner application a

Coaching Talks is a dynamic leadership development speaking series customized to your needs. Need help spreading the value and application of workplace coaching? Let us help:

We provide many styles of speaking services:

  • We provide virtual keynotes
  • We specialize in 4 part virtual series (we always customize)
  • We have a unique feature called "Speaker Tracks" where we send to all audience members reinforcement lessons after the talk (to the pc or cell phone), thus keeping people on track after the talk

Get More Info Here:  https://form.jotform.com/241193119118149


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VIS NOTER 🔗

00:00:00Why Self-Awareness Drives Coaching
00:02:46Strengths First And Motivation At Work
00:04:46Human Coaching Meets AI Coaching
00:06:41The Three Steps Of Learning-Based Coaching
00:09:26Why Training Fails Without Application
00:12:06Webinar Coaching And How To Learn More

UDSKRIFT 🔗

WEBVTT
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Hi, everybody.
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It's Tim Hagen from Progress Coaching, and I want to introduce the concept again.
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But if this is the first time you've seen this or seen me for that matter, the concept is called learning-based coaching.
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You know, we have all these battles of human-based coaching versus AI-based coaching.
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We actually do both.
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See, I think I go back to Dr.
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Tasha Yurik's work in her New York Times bestseller Insight.
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And she says in her study that 95% of the people said in a survey, I'm highly self-aware.
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When she tested them, only 10% were.
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That means 85% of people, according to her study, significantly lack self-awareness.
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Now, ironically, for 32 years owning this company, I've always said coaching's a two-step process.
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Number one, it's getting people to look in the mirror.
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Number two, it's getting them to take action on number one.
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Yet few people do number one arbitrarily on their own.
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So I thought, boy, this is kind of unique 30 some years later.
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And I love her work.
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I love it.
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So then I thought, well, wait a minute.
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What is coaching?
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Let's start there.
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What is coaching?
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Coaching is about looking in the mirror and taking action on it.
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It's all about self-awareness.
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Let me give you an example.
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If you have someone with a negative attitude and you go up and say, Bob, you have a negative attitude, cut it out.
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What does Bob really think when you say that?
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Does he honestly go, Yeah, you're right.
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There was an issue.
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My wife tells me all the time.
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No, he comes up with every reason to discount your feedback, your insight, your coaching, whatever you want to call it.
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Because we have walls of resistance.
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It's tough to look in the mirror.
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We don't like what we see a lot of the time.
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So I'll ask you another question.
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How many courses did you take semester or year long in high school or college and how to seek and accept feedback professionally?
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I bet you it's zero.
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And so then we have to go back to what is coaching?
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Coaching is about talent development, it's about somebody to look in the mirror, or about us as coaches to get somebody to look in the mirror and take action.
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And it starts with strengths.
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Gallup reports.
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If we lead with people's strengths, they'll engage eight times more.
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So when you think about that, and and the Harvard study by Dr.
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Teresa Amable reports 76% of the people in her study were at their happiest, most motivated state when they were progressing and improving in their job.
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It was not reward recognition or money.
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So it begs the question: how do we bring all these things together?
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So coaching from the pandemic absolutely skyrocketed.
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Because we can do this, we can have a virtual session, we can do a phone, we can do FaceTime on our phones.
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And we started to realize people were struggling.
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There was stress, there was anxiety.
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People needed to talk to other people.
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We felt cooped up in our homes.
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The coaching industry skyrocketed.
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Now, just recently in 2026, I read a report, and I think it's by the ICF, the International Coaching Federation, that stated that human-based coaching was up 10.7% this year.
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Like, wow, that's kind of cool.
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Now we have both AI and human-based coaching.
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So I'm not against or for one, but if I can get someone to look in the mirror through an AI agent, and I'm going to tease you, reading a book, watching a video, it goes back to where does coaching really start?
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I think number one, there has to be thought provocation or learning stimulation.
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I know that sounds corny.
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I played a video for a team the other day, and it's a company that's having a lot of success.
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Stress is high, workload is crazy, their words, not mine.
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And I played a video of a family where the kid got in the basketball game and he was the manager of the basketball team.
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He had Down syndrome.
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And I said, just everybody kind of digest this.
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I lowered my voice.
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I could have said, you know, you all need perspective.
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What I did as a coach, hopefully well, is I facilitated the perspective.
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I facilitated perspective.
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And I asked everybody to write down the words at the start of the session.
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I heard things like overwork, stressed, anxiety.
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Within four minutes of that video, I said, now write down a word that represents your emotional feeling or state.
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Humbled, excited, energized, lump and throat was one of the phrases.
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Within three or four minutes of watching the video.
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So thought provocation, stimulation, step one.
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Step two, questions.
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See when you ask me, Tim, what are you willing to do to lose weight?
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And I say, I'm willing to work out every day.
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I now own it.
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Now, if you tell me, Tim, you got to lose weight, you better start working out.
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My first thing is, how dare you?
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And so it's step one, learning, thought provocation, learning stimulation.
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Step two, questions.
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And then the questions have to morph or transition into actions.
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Let me show you what I'm talking about.
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So this is a diagram that we put together, and this is the concept of learning-based coaching.
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So when you think about learning-based coaching, we have learning.
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It could be a podcast, it could be a video, it could be a workshop, it could be a seminar, it could be reading a book, watching a video, uh, observing someone on the team and journaling.
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And then the coaching is the questions.
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What did you learn?
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What are you learning about yourself?
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You're positively committed to.
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What actions are you going to take?
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Well, I need to role play and practice more.
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I'd love to do that with you.
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Learning projects every week.
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I want you to read an article out of this book and email me two things that you put into practice.
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You get the idea.
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See, the whole goal is to stimulate.
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Step two to start to ask questions to begin the coaching process.
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Step three, how are you going to apply this in the real world?
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And more importantly, how do you and I know you've applied this in the real world?
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So here's the aha lesson.
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We don't need AI, and we certainly don't need humans to coach.
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And as I was crafting this out, I was sharing it with someone in my office, and he said, Oh my gosh, that is really cool.
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I said, It is, isn't it?
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I said, This is really something that we need to think more strategically about.
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Now I want to challenge my training friends.
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This is not about training, this is about learning stimulation.
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And so when you learn, it's different than attending training.
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By the way, I love training.
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I just think the training folks have been really sold short.
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Well, we need more training.
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No, we do not need more training, and we certainly don't need better training because the training industry for decades has done a phenomenal job.
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It's always been the training reinforcement, the learning application.
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That's always been the challenge.
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I'll give you another example.
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We tend to throw technology at things.
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Do you know that at one point over 75% of CRMs failed for sales teams?
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But it was great technology.
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Why?
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Because the human, the rep, doesn't put everything into the CRM.
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When we have people attend training, well, I took a couple nuggets away.
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I always take a couple nuggets away.
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No, how are you really applying this?
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I'm going to give you one more example.
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Just talking to a VP of sales at a company, and he said, We don't have time to practice.
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I said, then don't.
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But your competition practices two to three times a week.
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They role play, they get scored, they give each other feedback, they smile.
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Oh, by the way, they love, they love to role play and practice to prepare for each and every sales call.
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45 seconds, I said that to him.
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And you could see his face.
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Numbers were down.
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His attitude sucked because he thought, you know, I've been doing this a long time.
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Yeah, we can have a lot of experience in not doing things right.
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Experience is not a rite of passage to not practice.
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So I said to him, Who's your favorite author?
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And he ends up telling me a couple sales authors.
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And I said, You know, there's a great site out there called Sales Hack.
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Have you ever thought about sending the newsletter out every week and just asking people how they would put this into application, how they would put this into practice?
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And did you put it into practice?
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And he starts writing it down feverishly.
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So coaching can come from a source, it can come from an AI agent, it can come from a manager, it can come from a peer, it can come from an outside coach.
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I happen to have four of them.
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So what we also have to realize, and I cannot believe I'm saying this.
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For years, for 32 years, I hear it all the time.
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I don't have time to coach.
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I hear it, I understand it.
00:10:00.049 --> 00:10:03.490
I don't fully agree with it, but I don't fully disagree with it now.
00:10:03.969 --> 00:10:13.490
And what if there was a source that could stimulate the coaching process and help leaders coach without using all of their own time?
00:10:13.809 --> 00:10:15.490
And it's learning-based coaching.
00:10:15.649 --> 00:10:17.569
So let me show you this diagram again.
00:10:17.809 --> 00:10:20.689
I think for me, this is one of the most exciting things.
00:10:20.849 --> 00:10:26.370
I'll even share with you we launched a new initiative of the client called webinar-based coaching.
00:10:26.529 --> 00:10:28.049
The learning is the webinar.
00:10:28.209 --> 00:10:30.049
We ask questions right within the session.
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Afterwards, we have four weeks of follow-up lessons, and then we do an end of the quarter, end-of-the-month assessment where they actually have to quantify what they adapted, what they put into action.
00:10:40.529 --> 00:10:42.529
That's what learning-based coaching is.
00:10:42.689 --> 00:10:48.689
So, what if learning was the stimulation that started the coaching process?
00:10:49.250 --> 00:10:50.289
What's your feedback?
00:10:50.370 --> 00:10:51.089
Let me know your thoughts.
00:10:51.250 --> 00:10:56.209
And if you're intrigued, send me a note on LinkedIn saying, hey, I'd like to learn more about learning-based coaching.
00:10:56.370 --> 00:11:00.129
Not only do we have a course, we have a whole product line called Sidekick.
00:11:00.289 --> 00:11:16.370
We have a whole product line called Assess to Coach that stimulates and uses learning that actually tees it up to the point where we literally build executive summaries, self coaching plans, and then coaching plans for the managers to administer as a result of learning based coaching initiative.
00:11:16.610 --> 00:11:20.849
We literally start the ball rolling and make it easier for leaders to coach.
00:11:20.929 --> 00:11:21.889
Let me know your thoughts.
00:11:22.049 --> 00:11:23.409
Thanks, everybody.

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