It’s Monday morning. You’ve got a manager on your calendar who just led another team meeting that didn’t land well. There’s tension. A few complaints. One person’s considering a transfer.

Now what?

Do you sit them down for a formal talk? Start coaching them? Wait and hope it improves?

This is the moment HR professionals deal with all the time. But few are really taught how to handle it. What this person needs—what most emerging leaders need—is some mix of support and accountability.

And that’s where the fine line between coaching and correcting starts to matter.

Let’s Talk Real Life, Not Theory

In theory, it’s easy to say, “We should coach our leaders to grow.” But here’s what’s often true in reality:

• HR teams are stretched thin.

• Managers are thrown into leadership with little prep.

• And when things go wrong, we react – often too late.

But developing leaders is about more than sending them to a workshop or giving feedback after a mistake. It’s about knowing when to lean in with guidance, and when to step in with a clear, necessary correction.

One builds confidence. The other sets boundaries. Both matter.

When Coaching Makes Sense

Let’s stop romanticizing coaching as this perfect, feel-good solution. It only works in the right context. Coaching isn’t a fix-all—it’s a tool. It works best when the person wants to get better.

Here’s when it actually works:

• They’re trying, but they’re struggling.
  Maybe they don’t know how to delegate. Or they avoid conflict. That’s not a red flag – it’s a coaching opportunity.

• They’re open, even if it’s uncomfortable.
  Some people get defensive at first. That’s human. But if they reflect on it, ask questions, and try – lean in with support.

• They’ve never been taught leadership.
  Let’s be honest – many new managers got promoted because they were good at their jobs, not because they were ready to lead. Coaching helps them bridge that gap.

• You see potential.
  Not everyone wants to grow. But if you sense someone is close – they just need clarity, space, or better tools – that’s coaching territory.

When Correction Is the Only Way Forward

Sometimes, people don’t need support. They need a reality check.

And this is where HR tends to wait too long—hoping things will magically improve. Spoiler: they don’t.

You need to correct when:

• The issue is behavior, not skills.
  If someone refuses feedback, blames others, or undermines teammates—that’s not a coaching issue. That’s a correction issue.

• The team is suffering.
  One manager’s toxic habits can cause retention issues, morale problems, and even legal concerns. Waiting doesn’t help.

• There’s no ownership.
  If someone doesn’t think they’re doing anything wrong, you won’t get far by “guiding” them. Be direct. Be clear. Set expectations.

• It’s hurting culture or clients.
  You can’t protect one person at the expense of everyone else. That’s where HR needs to step in and draw the line.

A Few Truths HR Needs to Admit

Let’s call some things out :

1. Coaching without correction creates entitlement.
   People start thinking they can’t be held accountable.

2. Correcting without coaching builds fear.
   No one grows in a culture of constant criticism.

3. Most people want to do well – but they need feedback early.
   Waiting until something blows up is unfair to everyone involved.

4. HR’s job isn’t to be neutral.
   It’s to advocate for what helps people grow—and what protects the team.

So, How Do You Know Which Approach to Take?

Try this:

• If the person is aware of the problem → coach.

• If they’re in denial or causing damage → correct.

• If you’re unsure → look at effort. Trying matters more than talent.

And here’s the kicker: You can do both.
You can say, “This needs to stop, now” – and then follow it up with, “Here’s how I can help you get better at this.”

It’s not either/or. It’s sequencing. Set the boundary first. Then offer the ladder.

What HR Should Be Building (But Often Isn’t)

Most HR strategies focus on hiring and retention. But the glue between those two things? Leadership development.

That means:

• Creating space for open conversations – not just appraisals.

• Equipping managers with better self-awareness tools.

• Offering real-time feedback, not just yearly reviews.

• Tracking not just results, but how they lead.

And yes, calling people in early – before habits harden or damage is done.

Final Thought: Great Leaders Aren’t Born. They’re Built – Intentionally

You don’t need to be a therapist or a drill sergeant. You need to be a steady hand.

HR’s real power lies in its ability to see people clearly. To say what others avoid. To nudge when needed – and to intervene when it counts.

Some of the best leaders in your company five years from now? They’ll get there because someone in HR made the hard call – either to guide them with patience or to confront them with honesty.

Just don’t make them wait until it’s too late.