In many organizations, managers often claim they’re “coaching” their teams. However, the reality is often a directive approach: “Do this, do that, check back with me.” At SGG, we are moving towards something deeper and more effective: coaching conversations that enhance people’s abilities so they can operate without needing constant directions from leaders. The aim is to foster independence and growth instead of creating dependence.

Here’s why this is important, how it’s already being supported at SGG, and what you as a leader (or aspiring leader) can start doing right now.

Why coaching matters now at SGG

SGG’s L&D vision focuses on creating a culture of ongoing learning, innovation, and leadership development. For leaders in our FMCG, aviation, retail, energy, and education sectors, the challenge isn’t just to “get the job done.” It’s about “setting processes, building teams, developing people, and adjusting to changing environments.” This is why coaching is a vital leadership skill.

When managers switch from assigning tasks to helping individuals think, learn, and grow, the organization benefits from:

  • More resilient teams that can handle new situations.
  • Faster decision-making as team members become more capable.
  • Higher engagement and retention, because employees feel their leader cares about their development.
  • Fewer bottlenecks, since employees rely less on approvals.

What is a coaching conversation?

A coaching conversation differs from a performance review, a directive, or a problem-solving session. Instead, it’s a dialogue that encourages the individual to reflect, learn, decide, and act. Key characteristics include:

  • Asking open-ended questions rather than telling.
  • Encouraging the person to consider options and solutions.
  • Helping them identify next steps, learning points, and ownership.
  • Checking on progress instead of micromanaging.

In short, you guide their thinking rather than doing the thinking for them. This approach builds capability rather than dependency.

How SGG is embedding coaching across its leadership culture

While specific internal metrics may not be shared publicly, several signs show SGG is actively promoting this shift:

  • On the L&D page, “Leadership Development” is a program category: “Build essential skills and inspire teams.” Coaching is a core leadership skill that establishes a solid foundation.
  • In the latest edition of Rising (Oct 2025), the Group’s internal newsletter mentions “Building future-ready talent” and “learning embedded into daily work.” This indicates a move towards integrating development and skill-building instead of a command-and-control style.
  • The careers section highlights growth opportunities and development across functions. This suggests SGG values managers who focus on developing their people, not just managing tasks.

Together, these elements show that SGG supports a leadership culture where coaching conversations are important.

What this looks like in practice at SGG

Here are example behaviors you might already see (or can start) in various SGG business units:

  • In the FMCG unit, a team lead asks a junior associate: “What data did you review first? What did you notice? What options do you see?” rather than instructing, “Here’s what you must do.”
  • At Star Air (aviation division), an engineering supervisor asks a technician: “Given the alert we received, what are some possible causes? Which one do you want to investigate first? How will you test it?” instead of immediately assigning the fix.
  • In the retail division (Star Localmart), a store manager coaches an assistant: “How are customers reacting to the new layout? What do you think we should try? What experiment could we run this week?” rather than just enforcing top-down changes.

These conversations foster ownership, encourage thinking, and build lasting capability.

How you can lead coaching conversations right now

If you’re a manager or stepping into a leadership role at SGG, consider these practical steps:

  • Schedule regular one-on-ones: Use the time to ask questions, not just for status updates.
  • Ask open-ended questions: “What are you aiming to achieve?” “What’s blocking your progress?” “What ideas do you have to advance?”
  • Avoid solving problems for them: When someone asks, “What should I do?” respond with, “What do you think?” Then discuss together.
  • Support reflection: After completing a task, ask, “What happened? What worked? What didn’t? What would you do differently next time?”
  • Define ownership and next steps: Agree on what the person will do, by when, and what support they need.
  • Follow up: Check on progress, offer support, and ask what was learned. This promotes accountability and learning.
  • Recognize growth: Acknowledge when someone takes initiative, learns something new, or handles a complex situation. This reinforces the coaching culture.

Why this shift matters for SGG’s future

As SGG expands across different business units and regions, the need for impactful leadership becomes even more significant. Managers who can coach create strong teams, agile responses, and sustained performance. For SGG, this means:

  • Faster innovation in retail, aviation, manufacturing, and education.
  • Greater adaptability in shifting markets.
  • An environment where talent grows internally and stays committed.
  • Leaders who develop people rather than just managing tasks.

Final Thought

At the Sanjay Ghodawat Group, tasks will always be important. However, how we develop people will matter even more. A manager who coaches builds capability instead of dependency. They create teams that think, act, and grow, leading to real and lasting impact.

So if you’re leading a team today, ask yourself: How many of our conversations help someone think, grow, and act? The shift from managing tasks to coaching people begins with our willingness to ask questions, listen closely, and guide thoughtfully.

One good question, one thoughtful pause, one supportive check-in—that’s how a coaching culture begins. At SGG, we’re already making it happen.