I’ve worked with a lot of leaders over the years, and one thing continues to stand out.

Most organizations talk about the importance of coaching. Many even have regularly scheduled coaching sessions.

But here’s my question: What’s happening between those meetings?

Because that’s where the real opportunity is.

Don’t get me wrong. I’m a big believer in regular one-on-ones. Leaders need dedicated time to discuss performance, recognize what’s working, and identify where people need help.

But coaching can’t be something we check off the calendar and move on.

I was talking with a credit union leader recently about improving member conversations and making coaching second nature.

When I asked how often managers were actually observing and coaching those conversations, the answer was about once a month.

Once a month?

Think about that.

Employees are interacting with members every day. Hundreds of conversations and opportunities to help people with their financial needs.

Yet we’re observing and coaching those interactions once a month and expecting meaningful improvement?

And when I asked why it wasn’t happening more frequently, I heard a familiar answer.

“Our managers just don’t have the time.”

I’ve heard that one before.

But if helping employees improve isn’t one of the most important things a branch manager does, what is?

I understand managers have a lot on their plates. Staffing. Operations. Compliance. Customer issues. Reports. Meetings.

The list never ends.

But here’s the problem. When coaching is something managers do only after everything else gets done, it usually doesn’t get done.

And the people who need that coaching are having customer and member conversations every single day.

Think about what happens in a typical branch.

A banker finishes a conversation. Maybe they did a great job asking questions and uncovering a need. Or maybe they missed an opportunity to learn something important about that customer.

What happens next?

Does the manager take a minute to recognize what went well? Ask a question? Offer a suggestion? Help the banker think about what they might do differently next time?

Or does everyone just move on to the next transaction?

That’s coaching. And it doesn’t require a meeting invitation.

It requires leaders to pay attention, be present, and take advantage of the opportunities right in front of them.

And let’s not forget that coaching isn’t just about correcting something that went wrong.

Recognizing and reinforcing what people do well is just as important.

The best leaders I’ve worked with don’t treat coaching as an event or something to squeeze in when time permits.

They make it part of how they lead.

Because improving performance doesn’t happen through one conversation a month. It happens through consistent observation, feedback, practice, and follow-through.

So here’s a question worth asking: Are your managers having coaching meetings, or are they actually coaching?

And perhaps more importantly, what are they doing between those meetings?