Manage less, coach more

Ever feel like your team looks to you for answers when you'd rather see them taking initiative? The line between managing and coaching can make all the difference.

Shawn Fisher, Vice President of IT at REDW Advisors and CPAs, has seen firsthand how leadership style can make or break a team. In this conversation with The Net Gains, he explains the subtle yet powerful difference between managing tasks and coaching people—and why knowing when to shift between the two is essential for retention, engagement and firm culture.

—Interview by Janet Berry-Johnson, edited by Bianca Prieto

In your experience leading teams, what’s the main difference between managing people and coaching them?

Managing is about answering the question, “What needs to be done?” Coaching, on the other hand, asks, “How can you grow while doing it?” The best leaders know when to switch between the two—managing when clarity and execution are the priority, and coaching when development and empowerment matter most. That awareness comes with experience.

What are some signs that a firm leader is managing too much and not coaching enough?

When a team feels more like executors than contributors, it’s a clear signal the leader is leaning too heavily on managing. In those moments, shifting into coaching can help team members feel more engaged and invested.

How can an accountant stepping into their first leadership role build coaching skills?

Start by asking more and telling less. Open-ended questions encourage independent thinking and show that you value your team’s input. Active listening is equally important—really focus on understanding, not just responding. Feedback should be constructive and centered on growth, and leaders should take time to learn what motivates each person so they can tailor their approach. Like any skill, coaching gets better with practice, so look for ways to use coaching techniques in everyday conversations.

What impact does coaching-style leadership have on retention, engagement and firm culture at REDW?

The impact is significant. Retention improves because employees feel valued and supported in their growth. Engagement rises as people gain confidence in their contributions and feel more invested in their work. And firm culture strengthens as trust, collaboration and continuous learning become the norm.

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The Net Gains is curated and written by Janet Berry-Johnson and edited by Bianca Prieto.