Coaching
WHAT'S IN IT FOR YOU?
PODCAST

The Strategy Sessions Podcast
Episode Title: Demystifying Coaching: What’s Really In It for You?
Host: Jeremy Birt
Guest: Gavin Pilz, NSW President, International Coaching Federation (Australasia)

Jeremy:
Hi everybody, and welcome to The Strategy Sessions. This is where we cut through the noise and explore what it really takes to grow and reach your goals in business. I’m your host, Jeremy Birt—leadership coach and mentor to CEOs, emerging leaders, and businesses looking for strategic support to reach their full potential fast.

Today we’re diving into the topic of coaching—what it is, what it isn’t, and how it can genuinely help you. I’m thrilled to be joined by someone who can help demystify it all: Gavin Pills, NSW President of the International Coaching Federation (Australasia). Gavin, welcome! Thanks for joining us.

Gavin:
Thanks, Jeremy—great to be here.

Jeremy:
Let me quickly introduce you to our listeners. Gavin is a Professional Certified Coach and leads the ICF's NSW branch. In this role, he’s focused on building a collaborative and vibrant coaching community. He’s also Head of Learning at Objective Leader, a Sydney-based leadership development firm. With more than 15 years of experience, Gavin has developed a coaching philosophy centred on “heart and spine”—balancing psychological safety with accountability and growth. He’s delivered programs for organisations like Odyssey House Victoria, RSL LifeCare, and SmartestEnergy.

Sound about right?

Gavin:
Yep—spot on!

Jeremy:
Great. Let’s jump in. From a coaching perspective, how would you describe coaching in your own words?

Gavin:
For me, coaching is primarily about helping people learn how to learn—especially under stress, pressure, or in complex situations. It’s about enhancing someone’s ability to grow, adapt, and reflect.

Jeremy:
Love that. We often hear myths about coaching—things like “you need to be accredited” or “it’s just like sports coaching.” What are some common misconceptions you come across?

Gavin:
Definitely the sports coaching comparison—that’s the big one. While there are overlaps, executive coaching is fundamentally different. Another myth is that all the answers lie within the coachee. While a lot does, not everything does. Coaches can offer perspective, frameworks, or even information. So it's not purely about asking questions—it’s about facilitating learning in the broadest sense.

Jeremy:
There’s a lot of debate about whether coaching is a science or an art. Where do you sit?

Gavin:
I experience it more as an art. There’s definitely science behind it—people like Tony Grant have built that foundation. But the way I practice and feel coaching—it’s intuitive, personal. It’s a human craft.

Jeremy:
Do you think coaching is for everyone? Or are there some situations where it just doesn’t land?

Gavin:
I think of it like a bell curve. Some people are naturally great at engaging with coaching. Some aren’t ready or open to it—often due to trauma or other challenges. And most sit somewhere in the middle. Our role as coaches is to help people move further along that curve. But coaching isn’t therapy, and when trauma surfaces, it can become counterproductive unless you’re trained to manage that.

Jeremy:
Interesting. And how do those barriers show up in coaching?

Gavin:
Sometimes it’s resistance—people being irritated or disengaged. With unresolved trauma, it may manifest emotionally—crying, shutting down, or being unable to move forward in a session. That’s when a more therapeutic approach is needed first.

Jeremy:
That leads to another area—mentoring. How do you distinguish between coaching and mentoring?

Gavin:
They overlap a lot. All good mentors should be able to coach, but mentoring usually involves more domain expertise and often has a political dimension—especially in large organisations. Coaching, on the other hand, doesn’t require the coach to be an expert in the client’s field. It's more egalitarian. The key is contracting and clarity around what the relationship is.

Jeremy:
So when you're working to unlock someone’s potential, is there a better approach—coaching, mentoring, or a bit of both?

Gavin:
It depends. Some people respond better to mentoring, others to coaching. The ability to shift between the two is powerful. But fundamentally, believing in someone is one of the most powerful catalysts—whether you're their coach or mentor. That belief helps unlock potential. Combine that with a safe space to take risks and learn—and that’s where growth happens.

Jeremy:
Let’s talk about trust. Do you find it harder to build trust in an online coaching setting?

Gavin:
Most of my coaching since 2020 has been online—around 90%. While face-to-face has its advantages, trust builds pretty naturally online too, especially when the coaching is well structured and contracted. I've been surprised at how easily people open up, even through a screen.

Jeremy:
And what about internal vs external coaching? You’ve done both, right?

Gavin:
Yes—ten years internal, five years external. I prefer external. You're not tied up in organisational politics. That objectivity matters. Confidentiality is also clearer. But I’ve seen internal coaching functions—like those at Microsoft, Canva, and EY—that are incredibly well-developed and effective.

Jeremy:
Are they using peer coaching models?

Gavin:
In many cases, yes. Employees are trained as coaches and made available on internal panels. It’s peer coaching, but supported with real investment. That’s a huge shift from how underdeveloped internal coaching often was a decade ago.

Jeremy:
Let’s talk about measurement. How do you assess whether coaching is working?

Gavin:
We keep it simple. Usually, HR brings us in because something’s not working—e.g., leaders not having regular catch-ups or avoiding performance issues. So we co-create clear goals with the client—like improving feedback conversations. That becomes the benchmark. It’s not always about “everyone hit 100%”—it’s about observable progress. And in many organisations, the fact that people are engaged and enjoying coaching is a valid metric too.

Jeremy:
Where does coaching have the biggest impact in a career?

Gavin:
Transitions. Especially that first step into leadership. I love coaching people in their 20s or early 30s who are suddenly managing teams. It's a steep curve, and coaching really supports that. I call it coaching the C-suite of tomorrow. It’s incredibly rewarding.

Jeremy:
Do you find that younger leaders today are more open to coaching?

Gavin:
Yes. I’ve found most younger professionals are very open to it—they jump right in. Coaching is more accepted now as part of growth, which is great.

Jeremy:
And what about those who can’t access coaching through work—what would you suggest?

Gavin:
It’s tricky. We only do organisational coaching, so we don’t offer one-on-one private coaching. But there are now platforms and services that offer coaching more affordably than in the past. It’s way more accessible than it used to be—especially with tech-enabled models. It’s worth the investment, particularly early in your career. The return compounds over time.

Jeremy:
What would have changed for you if you had a coach early on?

Gavin:
I started as a schoolteacher in the early ’90s, and I didn’t even know coaching existed. If I’d had a coach, I’d have been less hard on myself. I used to beat myself up for not having the answers. A coach could have helped me realise it’s all about learning—not perfection. I wish I’d learned that earlier.

Jeremy:
Let’s talk AI—hot topic. Is it a threat to coaching or an enabler?

Gavin:
Good question. I don’t think AI will replace coaches entirely, but it will change things massively. It’s already having a big impact across everything. And as coaches, we can’t ignore it. AI can be a powerful learning tool—it can help generate ideas, frameworks, even great reflective questions. But coaching is about presence, trust, and human nuance—that’s hard to replicate.

Jeremy:
You sound like you’re already using it…

Gavin:
I am! I ask ChatGPT for question prompts when I’m stuck. It gives me great phrasing. And funny enough, I still say “please” and “thank you” to it. It feels weirdly human sometimes. But ultimately, coaching sits in that grey zone of AI disruption—parts of it may be replicated, but I think the real, human-to-human part is irreplaceable.

Jeremy:
Gavin, this has been such a rich conversation—thank you. I’ve got a hundred more questions, but we’re out of time.

Gavin:
Thanks, Jeremy. I really enjoyed it.

Jeremy:
And thanks to everyone for tuning in to The Strategy Sessions. If you found this conversation valuable, please like, share, or pass it on to others who are curious about coaching or leadership. Don’t forget to join us next time as we explore the minds and methods of exceptional leaders. Bye for now!