Coaching vs. Directing: Why Leadership Style Shapes Telecom Transformation | Waypoint33

Why Leadership Style Matters More Than Technology in Telecom

In the rush to modernize networks and deliver on the promises of broadband expansion, leaders often put their focus squarely on capital investments, new technologies, and regulatory deadlines. But ask any executive who has been through a major digital transformation, and they’ll tell you the same truth: technology only works if people are equipped and motivated to use it.

At Waypoint 33, we’ve seen over and over that the most overlooked element of transformation is the human element. Towers, fiber, and OSS/BSS platforms get plenty of attention, but the people who operate them are too often left behind. That’s why one of the most powerful decisions a leader can make — in telecom or any industry — is whether to coach or direct their employees in moments of development. This isn’t a “soft skills” discussion. It’s a boardroom conversation, because the way employees are guided directly impacts operational outcomes, customer experience, and ultimately, profitability.

The Difference Between Coaching and Directing Employees

The difference between coaching and directing may seem like semantics, but in practice it can define the health of an organization.

Coaching is about partnership. It’s a two-way exchange where the leader engages the employee in problem-solving, active listening, and shared ownership of outcomes. A leader who coaches doesn’t just say, “Here’s the answer.” They say, “Let’s work through this together so you can build the skill and confidence to handle it next time.”

Directing is about clarity and speed. It’s a one-way communication where the leader provides explicit instruction and expects execution. It’s not about dialogue, it’s about alignment. When urgency or safety is on the line, directing is often the right approach.

Neither style is inherently better. Both are essential. The art of leadership is knowing when to coach and when to direct.

How Leadership Decisions Shape Employee Engagement and Performance

Telecom and broadband providers are under immense pressure:

• Billions in federal funding are being deployed for rural broadband.

• Regulators are demanding accuracy in coverage maps.

• Competitors — from hyperscalers to local ISPs — are moving fast.

  
  

In this environment, workforce performance is mission-critical. If your field teams, engineers, planners, and customer service reps aren’t aligned and engaged, your timelines stretch, your costs rise, and your Net Promoter Score (NPS) suffers.

McKinsey has noted that companies with highly engaged workforces see 23% higher profitability and 18% higher productivity compared to those with disengaged teams. That isn’t coincidence. It’s the result of leadership decisions on how to manage, motivate, and grow people.

When to Coach vs When to Direct: A Situational Approach

Too often, executives default to one style. Some are natural coaches, always drawing people into conversations even when a direct order is what’s needed. Others are directors, preferring to tell rather than engage, even when an employee’s growth would benefit from coaching.

The best leaders assess several key factors before choosing their approach:

Relationship Dynamics and Communication Styles

How well do the leader and employee know and trust each other? Does the employee thrive on dialogue, or prefer clarity and brevity?

Employee Tenure and Role Context

Is this a new hire still learning the ropes, or a seasoned professional? Is the task routine, or is it high-stakes with safety on the line?

Coaching for Growth, Directing for Clarity

Imagine a field tech climbing a pole in a dangerous situation. That’s not the time for a coaching conversation. It’s the time for a clear directive. Conversely, imagine a GIS analyst struggling with a data workflow. That’s an opportunity to coach — to empower them with skills that pay dividends long after the issue is solved.

The Telecom Challenge: Fast-Moving Change and Workforce Pressures

In industries like utilities, processes are often standardized and slow to change. Telecom is different. It’s competitive, fast-moving, and constantly evolving. Employees aren’t just maintaining assets; they’re adapting to new technologies, regulations, and customer expectations every year.

If your organization leans too heavily on directing, you risk stifling innovation. Employees will execute tasks but won’t grow into problem-solvers who can adapt when unexpected issues arise.

If you lean too heavily on coaching, you may slow down urgent projects or create ambiguity in high-stakes moments.

Striking the right balance creates a workforce that is both agile and disciplined — exactly what modern service providers need to thrive.

Why the C-Suite Must Elevate Coaching vs Directing to a Strategy Conversation

For executives, the question isn’t whether managers and supervisors should coach or direct. The real question is: are you equipping your leaders with the skills to make that decision wisely?

Too many organizations promote top performers into management without investing in their leadership development. They assume people will “figure it out.” The result? Supervisors who default to what’s most comfortable, not what’s most effective.

• CFOs should care because disengaged employees drive up turnover costs.

• CTOs should care because transformation projects stall when employees aren’t onboard.

• Chief Customer Officers should care because employee morale directly shapes customer interactions.

• Boards should care because in an era where talent is scarce, employee experience is a strategic differentiator.

The Role of GIS and Location Intelligence in Workforce Engagement

You might wonder: what does GIS and location intelligence have to do with leadership style?

Everything.

Because the same mindset that drives good leadership — understanding context before acting — is the same mindset that drives good network and workforce planning. Just as GIS allows leaders to see the full picture before making multimillion-dollar investment decisions, coaching allows leaders to understand an employee’s perspective before prescribing a solution.

At WP33, we often remind executives: the way you lead your workforce is the way your organization will treat your customers. If you listen, engage, and adapt internally, your teams will do the same externally.

Building a Culture of Situational Leadership in Telecom

Executives don’t need to choose between creating a “coaching culture” or a “directing culture.” They need to build a culture of situational leadership, where both are valued and applied appropriately.

That means:

• Investing in leadership training that emphasizes when to coach and when to direct.

• Embedding coaching moments into daily interactions, not just formal reviews.

• Encouraging clarity in moments of urgency while still reinforcing long-term growth.

• Leveraging data and analytics to understand workforce engagement, just as you would customer engagement.

A Better Way Forward: Leadership as the Key to Transformation

The telecom industry is at a crossroads. Billions are being invested in networks, but success will not be measured in miles of fiber or towers erected. It will be measured in outcomes delivered — outcomes that depend on a skilled, engaged workforce.

That’s why the leadership choice between coaching and directing isn’t just an HR conversation. It’s a strategy conversation. It belongs in the C-suite and the boardroom.

At WP33, we believe transformation requires more than new systems and workflows. It requires leaders who understand when to empower, when to direct, and how to build trust across their teams.

If you want to ensure your workforce is as future-ready as your network, the first place to start isn’t with your OSS or your BSS. It’s with your leaders — and the way they choose to lead.

Let’s Connect

At Waypoint 33, we believe leadership choices shape not just organizations, but entire industries. If this perspective resonated with you, I’d love to continue the conversation.

Reach out directly:

Randall René Founder & Principal Advisor, Waypoint 33📧 randall@waypoint33.com

Together, we can build teams — and networks — that are ready for the future.