Less Agile Coaching, More Agile Consulting?

“We need less Agile COACHING, and more Agile CONSULTING.”

That’s the short version of a conversation I had with a customer. In addition to their internal coaches, this company had also hired Agile Coaches through consultancy agencies, often not the seniors.

In good times, that wasn’t a big issue. These days, as the company struggles, the value of Agile Coaches is under a magnifying glass. 🧐

The general opinion about the not-so-senior coaches:
They’d mastered 50 shades of “What do you think?” 🤷‍♂️

What the organization needed, however, was practical advice and hands-on guidance. In short, they wanted consulting, not coaching. But many of their coaches couldn’t provide that, because they lacked real-world experience — they’d never built a product, never fulfilled a leadership role, never guided a large-scale change.

Now, what I’m not saying is:
👉 Agile Coaches only “coach.” I know it’s a broad role, and many also consult.
👉 Agile Coaches s*ck. They don’t. There are many great ones out there doing important work.
👉 Coaching is just about asking basic questions. It can be incredibly powerful when done well.

Still, there’s too much shallow coaching going on and not enough grounded consulting. For many coaches, their impact is unclear. And those who do make a difference often struggle to show it. That’s why the role is under pressure.

Maybe the real challenge isn’t whether we need coaches or consultants but whether we have people who can switch between both when it matters. 🤔

I also wonder if more consulting would bring back a sense of skin in the game. Too many coaches stay at a safe distance, giving advice but not taking ownership of the outcome. Real change requires stepping into the mess, not commenting from the sidelines. Consulting often forces accountability; it ties your credibility to the result. Maybe that’s exactly what this field needs a bit more of.

Curious how you see this in your own context.